20.500.12556/DKUM-94487 Analiza kompetenc kadrovikov različnih generacij Analysis of the competencies of human resource managers of different generations Kadrovske kompetence so ključni temelj uspešnega delovanja podjetja, saj vplivajo na kakovost in učinkovitost upravljanja človeških virov. Od kadrovske službe je odvisno, kako uspešno bo podjetje izvajalo selekcijske postopke, načrtovalo razvoj kadrov ter skrbelo za njihovo usposabljanje. V večjih podjetjih te naloge opravljajo specializirani kadroviki, v manjših podjetjih pa to vlogo pogosto prevzamejo vodje ali drugi zaposleni. Pomembno je, da se selekcijski postopki izvajajo sistematično in kakovostno, saj to vpliva na dolgoročno uspešnost podjetja in zadovoljstvo zaposlenih. V magistrski nalogi bomo v prvem delu predstavili teoretične osnove, kjer bomo obravnavali kompetence, njihovo razvrščanje in merjenje ter pomen kompetenčnih modelov v podjetjih. Dotaknili se bomo tudi vpliva generacijskih razlik na trg dela. Opisali bomo generacije "Baby boom", X, Y in Z ter analizirali njihove značilnosti, pričakovanja in prilagajanje delovnemu okolju. Poudarek bo na tem, kako podjetja upravljajo večgeneracijske time in kako se prilagajajo potrebam različnih generacij. V drugem delu bomo na podlagi ankete, ki so jo izpolnjevali kadroviki prek aplikacije 1KA, analizirali rezultate s pomočjo programa SPSS. Cilj raziskave je ugotoviti oceno kadrovikov glede spreminjanja kadrovskih kompetenc v zadnjih 10 letih ter ali se je način ugotavljanja ključnih kompetenc prav tako spreminjal. Preverili bomo tudi hipotezi, da kadroviki v podjetjih bolje ocenjujejo uporabo kompetenčnega modela kot kadroviki v kadrovskih agencijah ter da je najpomembnejša kompetenca kadrovskega vodje pri vodenju večgeneracijskega kadra »reševanje konfliktov«. Na podlagi analize podatkov bomo podali zaključke in priporočila za učinkovitejše upravljanje kompetenc v sodobnem delovnem okolju. HR competencies are the key foundation for a company's successful operation, as they affect the quality and efficiency of human resources management. The HR department determines how successfully a company will implement selection procedures, plan human resource development and take care of their training. In larger companies, these tasks are performed by specialized HR professionals, while in smaller companies, this role is often taken on by managers or other employees. It is important that selection procedures are carried out systematically and qualitatively, as this affects the long-term success of the company and employee satisfaction. In the first part of the master's thesis, we will present the theoretical foundations, where we will discuss competencies, their classification and measurement, and the importance of competency models in companies. We will also touch on the impact of generational differences on the labor market. We will describe the "Baby boom" generations, X, Y and Z, and analyze their characteristics, expectations and adaptation to the work environment. The emphasis will be on how companies manage multi-generational teams and how they adapt to the needs of different generations. In the second part, based on a survey completed by HR professionals using the 1KA application, we will analyze the results using SPSS. The aim of the research is to determine HR professionals' assessment of changes in HR competencies over the past 10 years and whether the method of identifying key competencies has also changed. We will also test the hypotheses that HR professionals in companies evaluate the use of the competency model better than HR professionals in recruitment agencies and that the most important competency of a HR manager in managing multi-generational staff is "conflict resolution". Based on the data analysis, we will provide conclusions and recommendations for more effective management of competencies in the modern work environment. kadrovik kompetence generacije na trgu dela vodenje HR competencies generations on the labor market leadership true true false Slovenski jezik Angleški jezik Magistrsko delo/naloga 2025-08-19 14:05:01 2025-10-16 13:16:01 2025-10-17 03:20:45 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 253490691 MAG_Kokalj_Laura_2025.pdf MAG_Kokalj_Laura_2025.pdf 1 910A7B960A3DC1ABB1D507386BA846BF 609349940b66b192cb6d36f0f7059bab6ea687d4e3b185090c3006d82298986b 43ec8591-7d05-11f0-b9e7-00155d000105 https://dk.um.si/Dokument.php?lang=slv&id=195623 Fakulteta za organizacijske vede 0 0 0