20.500.12556/DKUM-99673 Analiza nagrajevanja in motivacije zaposlenih: primerjava javnega in zasebnega sektorja Analysis of employee reward systems and motivation: a comparison of the public and private sectors Nagrajevanje in motiviranje zaposlenih predstavljata pomemben del uporabljanja s človeškimi viri, vplivata na zadovoljstvo zaposlenih, na njihovo motivacijo za delo in doseganje ciljev organizacije. Med organizacijami se sistemi nagrajevanja precej razlikujejo, večje razlike pa opazimo, če primerjamo organizacije v javnem in zasebnem sektorju. Zasebni sektor ima pri oblikovanju sistema nagrajevanja praviloma večjo svobodo pri prilagajanju lastnim potrebam in ciljem, kot javni sektor. Javni sektor je praviloma bolj omejen s strani zakonodaje, standardnimi postopki nagrajevanja in seveda proračunskimi omejitvami države. V magistrskem delu so predstavljeni ključni pojmi s področja nagrajevanja zaposlenih, različne oblike nagrajevanja (finančne in nefinančne). Opredeljena je tudi motivacija, različne motivacijske teorije in oblike notranje ter zunanje motivacije. V nadaljevanju so predstavljene značilnosti javnega in zasebnega sektorja, njune podobnosti in ključne razlike v sistemu nagrajevanja svojih zaposlenih. Empirični del temelji na raziskavi o nagrajevanju in motiviranju zaposlenih v javnem in zasebnem sektorju. Rezultati raziskave kažejo, da razlike v zadovoljstvu zaposlenih s sistemom nagrajevanja obstajajo, pri čemer lahko rečemo, da so zaposleni v zasebnem sektorju bolj zadovoljni s sistemom nagrajevanja. Med obema sektorjema so bile ugotovljene tudi razlike pri posameznih načinih nagrajevanja. V zasebnem sektorju se pogosteje pojavljajo oblike nagrajevanja, kost so fleksibilno delo, možnost dela od doma, povišanje plače in drugi. Raziskava v nadaljevanju še kaže, da med zaposlenimi v obeh sektorjih ni statističnih razlik v stopnji motiviranosti do dela. Zanimivo je bilo, da je povprečna motiviranost zaposlenih nekoliko višja v javnem sektorju, vendar ni pokazala statistično značilnih razlik. Ugotovljeno je bilo tudi, da imajo finančne nagrade pomembno vlogo pri motiviranju zaposlenih. Na podlagi celotnega vzorca je bil vpliv finančnega nagrajevanja ocenjen višje kot vpliv nefinančnih nagrad, a ta razlika ni enaka v obeh sektorjih. Razlika med finančnim in nefinančnim nagrajevanjem v javnem sektorju ni bila statistično značilna. V zasebnem sektorju pa se je pokazal večji vpliv finančnega nagrajevanja. S pomočjo raziskave smo ugotovili, da je pri oblikovanju učinkovitega sistema nagrajevanja pomembno upoštevati tako finančne, kot tudi nefinančne oblike nagrajevanja. Finančne nagrade same po sebi ne predstavljajo edinega dejavnika motivacije, imajo pa vsekakor pri njej pomembno vlogo. Za uspešno in učinkovito motiviranje zaposlenih je pomembno ustvariti sistem, ki ob finančnem nagrajevanju vključuje tudi priznanja, pohvale, napredovanje, fleksibilen delovni čas, možnost razvoja in druge oblike nefinančnih nagrad. Employee rewarding and motivation represent an important part of human resource management, as they influence employee satisfaction, their motivation for work and the achievement of organizational goals. Reward systems differ considerably among organizations, with greater differences being observed when comparing organizations in public and private sectors. The private sector generally has greater freedom in designing the reward system and adapting it to its own needs and goals than the public sector. The public sector is generally more restricted by legislation, standardized reward procedures and, of course, the budgetary constraints of the state. The master’s thesis presents key concepts in the field of employee rewarding and different forms of rewards, both financial and non-financial. Motivation, various motivational theories and forms of intrinsic and extrinsic motivation are also defined. Furthermore, the characteristics of the public and private sectors, their similarities and key differences in the reward systems for their employees are presented. The empirical part is based on research on employee rewarding and motivation in the public and private sectors. The results of the research show that differences in employee satisfaction with the reward system exist, with employees in the private sector being more satisfied with the reward system. Differences were also identified between the two sectors in individual methods of rewarding. In the private sector, forms of rewarding such as flexible work, the possibility of working from home, salary increases and others occur more frequently. The research further shows that there are no statistically significant differences in the level of work motivation among employees in the two sectors. Interestingly, the average level of employee motivation was somewhat higher in the public sector, but the difference was not statistically significant. It was also found that financial rewards play an important role in motivating employees. Based on the entire sample, the influence of financial rewards was rated higher than the influence of non-financial rewards, but this difference was not the same in both sectors. The difference between financial and non-financial rewards in the public sector was not statistically significant. In the private sector, however, a greater influence of financial rewards was found. The research showed that when designing an effective reward system, it is important to consider both financial and non-financial forms of rewards. Financial rewards alone do not represent the only factor of motivation, but they certainly play an important role in it. For successful and effective employee motivation, it is important to create a system that, in addition to financial rewards, also includes recognition, praise, promotion, flexible working hours, opportunities for development and other forms of non-financial rewards. nagrajevanje zaposlenih motiviranje zaposlenih finančno nagrajevanje nefinančno nagrajevanje javni sektor zasebni sektor employee rewards employee motivation financial rewards non-financial rewards public sector private sector true true false M. Borkovič] Slovenski jezik Angleški jezik Magistrsko delo/naloga 2026-08-23 20:19:36 2026-09-25 12:57:41 2026-09-26 03:10:41 0000-00-00 00:00:00 2026 0 Maribor 0 0000-00-00 NiDoloceno NiDoloceno NiDoloceno 0000-00-00 0000-00-00 0000-00-00 331.101.3 292536323 MAG_Borkovic_Masa_2026.pdf MAG_Borkovic_Masa_2026.pdf 1 4600E4D4CBA72EFA5877CC8944647B37 6f536fe976484cb9c67049a4a3466fa2da80c97e14fa618fe93623076b971c66 0c6ccb3b-b2ca-11f1-9651-00155d0001be https://dk.um.si/Dokument.php?lang=slv&id=212806 Ekonomsko-poslovna fakulteta 0 0 0