20.500.12556/DKUM-93015 Razvoj strategij za zadrževanje kadrov in izboljšanje organizacijske pripadnosti v družinskem transportnem podjetju Development of strategies for retainning personnell and improving organizational commitment in a family-owned transport company V diplomskem delu smo obravnavali izzive, s katerimi se sooča družinsko transportno podjetje pri zadrževanju zaposlenih in izboljšanju njihove organizacijske pripadnosti. Podjetje se sooča z visoko fluktuacijo zaposlenih, kar negativno vpliva. Na stabilnost poslovanja, učinkovitost in kakovost storitev, ki jih opravljajo. Glavni dejavniki, ki vplivajo na zadovoljstvo zaposlenih so nepredvidljivi delovni urniki, omejene možnosti napredovanja, pomanjkanje sistema nagrajevanja in otežena komunikacija med vodstvom in zaposlenimi. V teoretičnem delu smo se osredotočili na koncept zadovoljstva zaposlenih, organizacijsko pripadnost in pojav fluktuacije. Podrobno smo predstavili tridimenzionalni model pripadnosti (afektivna, kalkulativna in normativna) ter dejavnike, ki vplivajo na ohranjanje zaposlenih, kot so delovni pogoji, nagrajevanje, način vodenja in organizacijska kultura. Obravnavali smo izzive sodobnega upravljanja človeških virov v transportni panogi, predvsem v mikro podjetjih. V empiričnem delu smo izvedli raziskavo med zaposlenimi, pri čemer smo uporabili anketni vprašalnik o zadovoljstvu, organizacijski pripadnosti in razlogih za morebitne odhode zaposlenih. Ugotovili smo, da so ključni problemi povezani z nezadostnim nagrajevanjem, premajhno podporo, pomanjkanjem možnosti napredovanja in neučinkovito komunikacijo z vodstvom. Hkrati pa nekateri zaposleni izkazujejo čustveno pripadnost podjetju, predvsem zaradi dolgoletnega sodelovanja in povezanosti z vodjo. Na podlagi ugotovitev smo oblikovali model šestih strategij za zadrževanje kadrov, ki vključujejo izboljšanje komunikacije, uvedbo fleksibilnejših delovnih pogojev, sistem nagrajevanja, večjo vključenost zaposlenih pri odločanju ter uvajanje razvojno-izobraževalnih možnosti. Predlagani model smo zasnovali tako, da omogoča merjenje uspešnosti uvedenih ukrepov v določenem časovnem obdobju in prilagajanje glede na dosežene učinke. Podjetje ima kljub omejenim virom potencial za izboljšanje kadrovske stabilnosti in organizacijske pripadnosti zaposlenih, če vzpostavo sistematičen pristop k upravljanju človeških virov, ki bo temeljil na zaupanju, sodelovanju in nagrajevanju. In this thesis, we have addressed the challenges faced by a family-owned transport company in retaining employees and improving their organisational loyalty. The company faces high employee turnover, which has a negative impact on. On the stability of the business, the efficiency and the quality of the services they provide. The main factors affecting employee satisfaction are unpredictable work schedules, limited promotion opportunities, lack of a reward system and difficult communication between management and employees. In the theoretical part, we focused on the concept of employee satisfaction, organisational loyalty and the phenomenon of turnover. We have presented in detail a three-dimensional model of loyalty (affective, calculative and normative) and the factors that influence employee retention, such as working conditions, rewards, management style and organisational culture. The challenges of modern human resource management in the transport industry, especially in micro-enterprises, were addressed. In the empirical part, we conducted a survey among employees, using a questionnaire on satisfaction, organisational affiliation and reasons for possible departures. We found that the key problems were related to insufficient rewards, lack of support, lack of promotion opportunities and ineffective communication with management. At the same time, some employees show an emotional attachment to the company, mainly due to their long-standing collaboration and connection with their manager. Based on the findings, we have developed a model of six retention strategies, including improving communication, introducing more flexible working conditions, a reward system, increasing employee involvement in decision-making and introducing development and training opportunities. The proposed model has been designed to measure the success of the measures introduced over time and to adjust them according to the impact achieved. Despite resource constraints, the company has the potential to improve staff stability and organisational loyalty if it establishes a systematic approach to human resource management based on trust, cooperation and rewards. Organizacijska pripadnost fluktuacija management človeških virov zadovoljstvo zaposlenih strategije za zadrževanje kadrov Organisational loyalty turnover human resource management employee satisfaction retention strategies. true true false M. Berke Slovenski jezik Angleški jezik Diplomsko delo/naloga 2025-05-31 08:42:02 2025-09-01 12:23:43 2025-09-02 03:22:06 0000-00-00 00:00:00 2025 0 Maribor 0 0000-00-00 NiDoloceno NiDoloceno NiDoloceno 0000-00-00 0000-00-00 0000-00-00 005.96 247211523 UN_Berke_Masa_2025.pdf UN_Berke_Masa_2025.pdf 1 599FD5D81DA28786A234A10555642D43 1a9845142d5abe965a04e1d9b5ecbb4378c421d2a8bbda97ac56dbe431ec7a17 7ecd46f0-630b-11f0-9944-00155d000105 https://dk.um.si/Dokument.php?lang=slv&id=193731 Ekonomsko-poslovna fakulteta 0 0 0