20.500.12556/DKUM-93401 Tiho odhajanje in pripadnost zaposlenih v organizaciji x Quiet quitting and employee commitment to the organisation x V magistrskem delu obravnavamo pojav tihega odhajanja zaposlenih in njegovo povezanost z organizacijsko pripadnostjo. Tiho odhajanje opisuje stanje, v katerem zaposleni formalno ostajajo na delovnem mestu, vendar opustijo proaktivno vedenje, čustveno vključenost in dodatna prizadevanja. Ta pojav je vse pogostejši zaradi prizadevanj za ravnotežje med delom in življenjem, pomanjkanja motivacije, priznanja ter občutka izgorelosti. V teoretičnem delu smo najprej opredelili tiho odhajanje in ga ločili ter analizirali dejavnike, kot so slaba interna komunikacija, neustrezno vodenje in šibka organizacijska kultura. Obravnavali smo tudi posledice za organizacijo in posameznika ter predstavili strategije za prepoznavanje in preprečevanje pojava. V nadaljevanju smo se osredotočili na organizacijsko pripadnost in trikomponentni model po Meyerju in Allenu, ki vključuje čustveno (afektivno), nadaljevalno (kalkulativno) in normativno komponento. Med ključnimi dejavniki pripadnosti so izpostavljeni medosebni odnosi, delovno okolje, napredovanje in organizacijske vrednote. Empirični del je pokazal nizko izraženost tihega odhajanja v organizaciji X, kar kaže na visoko stopnjo angažiranosti in psihološke povezanosti z delodajalcem. Med dimenzijami organizacijske pripadnosti je bila posebej izpostavljena afektivna komponenta, ki se je izkazala kot ključni dejavnik pozitivne organizacijske klime. Zaposleni so v okviru dejavnikov pripadnosti največjo težo pripisali kakovostnim medosebnim odnosom, kar dodatno potrjuje pomen psihološke in socialne dimenzije delovnega okolja pri oblikovanju občutka pripadnosti in preprečevanju tihega odhajanja. Na podlagi ugotovitev smo podali priporočila za organizacijo X, katera naj nadalje krepi afektivno pripadnost zaposlenih s spodbujanjem občutka smisla za delo, skozi jasno komunikacijo, priznanje in sodelovanje. Normativno pripadnost je smiselno še dodatno razvijati z vrednotami, ki temeljijo na sodelovanju, pravičnosti in medsebojni podpori. Ker so zaposleni pripisali največji pomen kakovostnim medosebnim odnosom, je priporočljivo dodatno vlagati v timsko dinamiko, interno komunikacijo in vodenje, ki temelji na zaupanju. Nadalje naj se organizacija osredotoči na pravočasno prepoznavanje morebitnih znakov psihološkega umika zaposlenih in uporabi ukrepe za preprečevanje tihega odhajanja, kot so redni razgovori z zaposlenimi, podpora pri razvoju kariere ter prilagajanje organizacijske kulture potrebam različnih generacij. The master's thesis explores the phenomenon of quiet quitting among employees and its connection to organizational commitment. Quiet quitting describes a situation in which employees formally remain in their jobs but withdraw from proactive behavior, emotional engagement, and extra efforts. This phenomenon is becoming increasingly common due to efforts to achieve work-life balance, lack of motivation, recognition, and feelings of burnout. In the theoretical part, we first defined quiet quitting and distinguished it from related concepts, analyzing contributing factors such as poor internal communication, inadequate leadership, and weak organizational culture. We also addressed the consequences for both the organization and the individual and presented strategies for recognizing and preventing the phenomenon. Furthermore, we focused on organizational commitment and the three-component model by Meyer and Allen, which includes affective, continuance, and normative commitment. Key factors of commitment highlighted include interpersonal relationships, the work environment, opportunities for advancement, and organizational values. The empirical part revealed a low presence of quiet quitting in organization X, indicating a high level of engagement and psychological connection with the employer. Among the dimensions of organizational commitment, the affective component stood out as a key factor in fostering a positive organizational climate. Employees attributed the greatest importance to quality interpersonal relationships, further confirming the significance of the psychological and social dimensions of the work environment in shaping a sense of belonging and preventing quiet quitting. Based on the findings, we provided recommendations for organization X, emphasizing the need to further strengthen affective commitment by fostering a sense of purpose in work through clear communication, recognition, and collaboration. Normative commitment should be further developed through values based on cooperation, fairness, and mutual support. Since employees placed the highest importance on quality interpersonal relationships, it is recommended to invest further in team dynamics, internal communication, and trust-based leadership. Additionally, the organization should focus on timely identification of potential signs of psychological withdrawal among employees and apply measures to prevent quiet quitting, such as regular employee check-ins, career development support, and adapting organizational culture to the needs of different generations. tiho odhajanje organizacijska pripadnost organizacijska kultura motivacija zaposlenih fluktuacija zaposlenih quiet quitting organizational commitment organizational culture employee motivation employee turnover true true false Z. Jakl Slovenski jezik Angleški jezik Magistrsko delo/naloga 2025-06-24 09:00:56 2025-08-28 13:03:00 2025-08-29 03:32:55 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 246936579 MAG_Jakl_Zala_2025.pdf MAG_Jakl_Zala_2025.pdf 1 066279E4239130CBD1BD9C0BEB68DAB6 bf56eb475569830422d2b810ae05fcd75005aca1a074e8b6d2c3d3504908623c 9908006b-614f-11f0-a7d3-00155d000105 https://dk.um.si/Dokument.php?lang=slv&id=193611 Ekonomsko-poslovna fakulteta 0 0 0