Model ocenjevanja delovne uspešnosti v javni upravi

Boštjančič, Stojan

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Title:	Model ocenjevanja delovne uspešnosti v javni upravi
Authors:	ID Boštjančič, Stojan (Author) ID Rajkovič, Vladislav (Mentor) More about this mentor...
Files:	MAG_Bostjancic_Stojan_2009.pdf (1,03 MB) MD5: 26A9B709364D4C3F157DE7B99831B302 PID: 20.500.12556/dkum/03328354-a22d-47ba-a7af-77e95fa111df
Language:	Slovenian
Work type:	Master's thesis
Organization:	FOV - Faculty of Organizational Sciences in Kranj
Abstract:	Javna uprava je imela pomembno vlogo v vseh mejnikih razvoja Slovenije, od njene osamosvojitve, vključitve v EU, pa do uvedbe evra in predsedovanja EU. Javno upravo pa tudi v prihodnosti čakajo pomembne naloge kot na primer dosledno izvajanje zakonodaje in predpisov, informatizacija dela, uvajanje elektronskega oziroma brezpapirnega poslovanja, izboljšanje učinkovitosti dela, odpravljanje administrativnih ovir, strokovno, moderno in prijazno servisiranje državljank in državljanov v okviru projekta »prijazna uprava« in še veliko drugih nalog in projektov. Nadaljnji razvoj javne uprave je odvisen od strategije razvoja in jasno postavljenih ciljev, predvsem pa od zadovoljnih in motiviranih javnih uslužbencev, ki naj bi te cilje tudi dosegli. Raziskava in analiza petnajstletnega obdobja na področju napredovanja in ocenjevanja javnih uslužbencev je pokazala, da je v prvem obdobju sistem temeljil predvsem na zbiranju točk, ki jih je javni uslužbenec v glavnem dosegel izven delovnega mesta oziroma z udeležbo na raznih seminarjih, tečajih, delovnih skupinah ali projektih. Pogoji za napredovanje so bili izpolnjeni, če je javni uslužbenec v triletnem napredovalnem obdobju zbral zadostno število točk in predložil ustrezna dokazila. Po uvedbi Zakona o javnih uslužbencih (ZJU) je sistem postal odvisen predvsem od subjektivne ocene osebe, ki javnega uslužbenca ocenjuje. Od ocenjevalca, ki je običajno uslužbenčev neposredno narejeni, je odvisno, ali bo javni uslužbenec napredoval v višji plačni razred, ali bo napredoval v nazivu in ali bo delovno uspešen. Lahko bi sklepali, da zakon o javnih uslužbencih izhaja iz predpostavke, da so vsi ocenjevalci strokovni, objektivni in pošteni. Analiza obstoječega stanja sama po sebi narekuje potrebo po zamenjavi obstoječega sistema ocenjevanja, ki temelji na nestrukturiranih in togih točkovnih metodah in je preveč odvisen od subjektivne presoje ocenjevalca. Bolj ustrezna rešitev bi bila uporaba večparametrskega odločitvenega modela, ki bi odločevalcu pomagal, da bi na sistematičen, organiziran in enostaven način prišel do kvalitetne odločitve. Sistem bi omogočal izbiro najustreznejše variante z jasno določeno strukturo kriterijev, opisom zalog vrednosti za posamezne kriterije, določanjem funkcije koristnosti, vrednotenjem in analizo variant ter oblikovanjem poročil.
Keywords:	javna uprava, napredovanje in ocenjevanje javnih uslužbencev, sistemi za podporo odločanja, metode večparametrskega odločanja
Place of publishing:	Kranj
Year of publishing:	2009
PID:	20.500.12556/DKUM-11100
COBISS.SI-ID:	6517267
NUK URN:	URN:SI:UM:DK:G5ZR7OZU
Publication date in DKUM:	01.10.2009
Views:	6975
Downloads:	1507
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Categories:	FOV
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Secondary language

Language:	English
Title:	Work efficiency assessment model in public administration
Abstract:	Public administration has played an important part at all crucial stages of the development of Slovenia, from its independence and accession to the EU to the introduction of the euro and EU presidency. In the future, public administration will have to carry out important tasks, such as consistent implementation of legislation and regulations, work computerisation, introduction of electronic or paperless business operations, improvement of work effectiveness, elimination of administrative barriers, professional, modern and user-friendly servicing of citizens within the framework of the “Friendly Administration” project as well as numerous other tasks and projects. Further development of public administration depends on the development strategy and clearly defined objectives and, above all, on satisfied and motivated civil servants who are expected to meet these objectives. Research and analysis of the 15-year period in the field of promotion and assessment of civil servants has shown that in the first period the system was based especially on the collection of points that a civil servant mainly achieved outside the work place or through participation in various seminars, courses, working groups or projects. Promotion criteria were fulfilled if in a three-year promotion period a civil servant managed to collect a sufficient number of points and submitted adequate supporting documents. After the introduction of the Civil Servants Act, the system became dependent mainly on the subjective assessment of a person responsible for assessing the civil servant. Whether the civil servant will be promoted to a higher salary grade, be promoted in his/her title or be successful in his/her job, depends on the assessor who is usually the civil servant\\\'s direct superior. It could be inferred that the Civil Servants Act is based on the assumption that all assessors are professional, objective and fair. The analysis of the current state dictates in itself the need to replace the existing assessment system that is based on non-structured and rigid point methods and is overly dependent on the assessor\\\'s subjective appraisal. A more appropriate solution would be the use of multi-attribute decision-making model which would help the decision maker to reach a quality decision in a systematic, organised and simple way. The system would allow the selection of the most appropriate variant, with a clearly defined criteria structure, description of the value range for individual criteria, definition of the utility function, evaluation and analysis of variants as well as preparation of reports.
Keywords:	public administration, promotion and assessment of civil servants, decision support systems, multi-attribute decision-making

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