20.500.12556/DKUM-39644 UPRAVLJANJE ČLOVEŠKIH VIROV V JAPONSKI RESTAVRACIJI MIYABI J&M RIBIČ, d.o.o. HUMAN RESOURCE MANAGEMENT IN THE JAPANESE RESTAURANT MIYABI J&M RIBIČ, d.o.o. V času ko traja gospodarska kriza, se je v podjetju J&M RIBIČ, d.o.o., pokazala potreba, da dejavnost razširi še na gostinsko ponudbo. Projekt japonska restavracija MIYABI je v podjetju tekel že vrsto let, in sicer vse od prvega obiska Japonske. Zaradi krize so propadli številni naročniki, mnogi so pričeli iskati »rezerve« pri stroških računovodskih storitev. Zaradi neurejenih razmer na trgu ponudbe in povpraševanja po računovodskih storitvah, ki jih beležimo vse od začetka poslovanja, se je položaj družbe, ki želi svoje poslanstvo »brezkompromisno osebnostno naravnana uslužnost« razvijati na visoko razviti strokovnosti in ob doslednem spoštovanju univerzalnih vrednot za pošteno plačilo, poslabšal. Izvajalci storitev, ki se zavedajo svoje odgovornosti in skrbijo za razvoj stroke in za dosledno spoštovanje strokovnih in etičnih standardov, so v neprimerljivem položaju v primerjavi z nelojalno konkurenco, ki jo povzročata siva ekonomija in neizobraženost naročnikov storitev, ki še niso sposobni razlikovati ponudbe kvalitetnih in strokovno neoporečnih storitev od poceni in nekvalitetnih in nestrokovnih rešitev. Po skrbnem premisleku je bil v letu 2011 sprejet poslovni načrt in konec leta začeta investicija v zagotavljanje prostorskih in tehnoloških rešitev za japonsko restavracijo. Investicija je bila zaključena v izjemno kratkem obdobju. Restavracija je pričela poslovati v juliju 2012. Po uspešno zaključenem gradbenem delu projekta in uspešni predstavitvi nove dejavnosti na Festivalu Lent 2012 je podjetje prišlo do skrb zbujajočega spoznanja o značilnostih trga delovne sile v gostinski dejavnosti: • izredno nizka motivacija za sklenitev pogodbe o zaposlitvi, • izredno visoka fluktuacija, • izjemno nizka stopnja pripadnosti svojemu poklicu, • izredno nizka stopnja ponosa pri opravljanju poklica kuharja ali natakarja, • pomanjkanje kvalitetnih, strokovnih delavcev v gostinstvu. Zato podjetje samo vzgaja kader in zaposluje mlade kandidate brez praktičnih izkušenj za določen čas. Podjetje vzgaja kader s pomočjo zunanjih sodelavcev, kot so predstavniki japonskega veleposlaništva v Sloveniji, naši družinski prijatelji, z raznimi seminarji in sestanki s slovenskimi izobraževalnimi ustanovami (srednja in višja gostinska šola v Mariboru). Največjo veljavo pri vzgajanju pa daje podjetje tujemu strokovnemu kadru iz Japonske, ki je neposredno zadolženo za učenje o japonski kuhinji, kulinariki, disciplini in kulturi. Ugotavljam, da je za podlago za določanje parametrov za izbor kadrov treba črpati iz dveh vidikov: • iz zastavljene vizije in ciljev, ki jih želi v restavracija doseči, in • iz ekonomskih parametrov na osnovi računovodskega načrtovanja in analiziranja. Za zaposlene v restavraciji je zelo pomembno, da ustvarimo pozitivno vzdušje, ki jih bo stimuliralo in motiviralo za učinkovitejše opravljanje dela in za osebnostni razvoj. To lahko dosežemo le, če upoštevamo: • možnost uporabe znanja, možnost učenja in strokovne rasti, zanimivost dela, • možnost odločanja o tem, kaj in kako bo delavec delal, samostojno razporejanje delovnega časa, vključenost v odločanje o splošnejših vprašanjih dela in organizacije; • plačo, dodatke in ugodnosti, • ohlapen nadzor, dajanje priznanj in pohval ter izrekanje pripomb in graj, usmerjenost vodij k ljudem ali v delovne naloge, skrb za nemoten potek dela, • dobro delovno vzdušje, skupinski duh, razreševanje sporov, sproščeno komunikacijo med sodelavci, nadrejenimi in podrejenimi in • varnost pred poškodbami in obolenji, odpravljanje motečih dejavnikov fizičnega delovnega okolja, kot so vlaga, neugodna temperatura, prah in hrup. In times of the economic crisis, the need to expand the trade in the J&M RIBIČ, d.o.o. company to the catering sector has become evident. The enterprise was working on the development of the MIYABI Japanese restaurant project for many years, namely since the first visit to Japan. Due to the crisis the company lost many of its clients as many of them decided to cut costs on accounting services. Because of the chaotic situation on the accounting services supply and demand market that has been recorded since the commencement of business, the situation of the company, that has always strived to develop its mission of “uncompromising person oriented obligingness” on a high level of professionalism and wanted to take the utmost account of universal values related to fair payment, has worsened. The situation of service providers that are aware of their responsibility and who foster the profession’s development as well as respect professional and ethical standards is incomparably worse than the situation of the unfair competition that was triggered by grey economy or uneducated service subscribers that are not able to differentiate between quality and professional services on the one side and cheap, low-quality and unprofessional services on the other side. After a careful consideration a business plan was accepted in 2011 and at the end of the year the investment to provide premise and technological solutions for a Japanese restaurant started. The investment was finished in a relatively short period of time. The restaurant opened its doors to the public in July 2012. After the construction part of the project was successfully completed and the restaurant successfully presented at the Lent Festival 2012 the company came to the worrying discovery about the characteristics of the catering labour market: • extremely low motivation to conclude an employment contract, • extremely high employee turnover, • extremely low sense of belonging to the profession, • extremely low sense of pride in performing the job of a chef or a waiter, • lack of quality, professional catering labour force. Therefore the company educates its personnel by itself and offers fixed-term employment to young candidates without practical experiences. The company educates its personnel with the help of external co-workers, such as representatives of the Japanese Embassy in Slovenia, friends of our family and with the help of different seminars and meetings with Slovene educational institutions (Secondary School and Vocational College for Catering in Maribor). Nevertheless, the company is of the opinion that the most important part of the education is being carried out by Japanese experts, who educate our personnel about the Japanese cuisine, dishes, discipline and culture. I have noticed that two points of view have to be considered in order to set the parameters for personnel selection: • vision and goals of the restaurant, that were set and that want to be accomplished and • economic parameters set on the basis of accounting planning and analysis. For restaurant employees it is of utmost importance that we create a positive work environment, which will stimulate and motivate them to work more efficiently and to personally grow. This can be achieved only if we consider the following points: • opportunities to use the knowledge gained, opportunities for further education and expert growth, interesting work, • possibility to co-decide on what kind of work an employee will carry out and how, individual working time arrangements, inclusion into decisions on general questions about work and organisation, • salary, extra payments and benefits, • weak supervision, giving awards and praises as well as constructive remarks and criticism, managers’ orientation towards the people or the work tasks, care for an interrupted workflow, • good working environment, community spirit, conflict resolution, relaxed communication between co-workers, employers and employees and • accidents and disease protection, upravljanje človeških virov pravilnik o organizaciji in sistemizaciji delovnih mest pravilnik o delovnih razmerjih pravilnik o plačah delovno dovoljenje dovoljenje za prebivanje management kadrovskih virov EURES stimulacija in nagrajevanje human resources management Rules on Organisation and Systematisation of Workplaces Rules on Employment Relations Rules on Wages work permit residence permit EURES staff resources management stimulation and remuneration true true false [R. Ribič] Slovenski jezik Angleški jezik Diplomsko delo 2013-02-12 09:44:11 2013-09-05 11:40:16 2022-05-12 23:06:41 2021-04-22 03:30:12 2013 0 Maribor 0 0000-00-00 NiDoloceno NiDoloceno NiDoloceno 0000-00-00 0000-00-00 0000-00-00 331.1 11439132 URN:SI:UM:DK:DYRX7NIU VS_Ribic_Rok_2013.pdf VS_Ribic_Rok_2013.pdf 1 A99B378580EE10EA9EAC45A5FF1844DA 07da64f7108c30a2fc4494e279eb30bf75b9048beb3acfe824c59eb58e7abbfc 2cebf746-7c09-11eb-bb7a-00155d0001ca 20.500.12556/dkum/5d2a4682-9f88-4c0c-b931-d63d20fe7632 https://dk.um.si/Dokument.php?lang=slv&id=53724 Ekonomsko-poslovna fakulteta 0 0 0