SISTEM NAGRAJEVANJA ZAPOSLENIH V ORGANIZACIJI X

Bezjak, Jani

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Title:	SISTEM NAGRAJEVANJA ZAPOSLENIH V ORGANIZACIJI X
Authors:	ID Bezjak, Jani (Author) ID Treven, Sonja (Mentor) More about this mentor...
Files:	UNI_Bezjak_Jani_2009.pdf (454,19 KB) MD5: F041C5116515E2C37149735C601DD288 PID: 20.500.12556/dkum/42c20290-6e2d-4ec3-b22b-9cc222213da4
Language:	Slovenian
Work type:	Undergraduate thesis
Organization:	EPF - Faculty of Business and Economics
Abstract:	V diplomski nalogi smo najprej predstavili nagrajevanje zaposlenih iz teoretičnega vidika, v katerem smo združili teoretične osnove različnih avtorjev in jih dopolnili s svojimi mišljenji. Naloga pa je predstavljena tudi iz praktičnega vidika, v katerem smo analizirali značilnosti nagrajevanja v izbrani organizaciji. Rezultate smo nadgradili tudi z raziskavo, opravljeno z anketo, ki smo jo izvedli med zaposlenimi v organizaciji X. Rezultate smo komentirali in podali možne rešitve problemov. Nagrajevanju v organizaciji pripisujemo vedno večji pomen. Sodobna podjetja se zavedajo, da brez usposobljenega, strokovnega in motiviranega kadra ne morejo računati na dolgoročno uspešnost podjetja. Zato je za vsako organizacijo pomembno, da je to področje urejeno sistematično. Dobro strukturiran sistem nagrajevanja zna namreč prepoznati prispevek vsakega posameznika ter ga temu primerno tudi nagraditi. Zaposleni v zameno za dobro opravljeno delo ob redni plači pričakujejo določene nagrade v obliki dodatnih nagrajevanj, napredovanja in ugodnosti. Zaposleni pa poleg denarnega nagrajevanja pričakujejo in potrebujejo v zamenjavo tudi nedenarne nagrade, kot so občutek pripadnosti, odgovornosti, pomembnosti, osebne rasti ter pomembnega prispevka. Uveljavlja se torej sodobna teorija o sestavinah celotnega sistema nagrajevanja in plač. Sistem nagrajevanja je postal veliko več kot le enostavno orodje za vodenje. Vodilni nagrajevanja ne bi smeli več obravnavati kot strošek, temveč kot naložbo v človeške vire. Če bodo zaposleni v podjetju zadovoljni, bodo vsekakor bolj motivirani za delo, delali bodo bolj uspešno in posledično prispevali k večji uspešnosti podjetja na trgu. Pomembno je torej, da vsako podjetje spozna kakšen je najbolj primeren sistem nagrajevanja v podjetju, saj lahko napačno zasnovan deluje tudi v nasprotni smeri.
Keywords:	Sistem nagrajevanja zaposlenih, plača, fiksni in variabilni del plače, ugodnosti, dodatki k plači, nadomestila, delovna uspešnost, denarno nagrajevanje, nedenarno nagrajevanje, vrednotenje dela.
Place of publishing:	Maribor
Publisher:	[J. Bezjak]
Year of publishing:	2009
PID:	20.500.12556/DKUM-11839
UDC:	331.2
COBISS.SI-ID:	10058780
NUK URN:	URN:SI:UM:DK:T6F1HXWE
Publication date in DKUM:	08.12.2009
Views:	5657
Downloads:	1382
Metadata:
Categories:	EPF
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Secondary language

Language:	English
Title:	REWARDINGS SYSTEM OF EMPLOYEES IN ORGANIZATION X
Abstract:	SUMMARY In this diploma paper, we first presented the rewarding of employees from a theoretical point of view, where we combined the theoretical fundaments of various authors and supplemented them with our own thoughts. The paper is also presented from a practical point of view, where we analyzed the awarding characteristics in the chosen organization. The results were also upgraded by a research, where we carried out a questionnaire which executed among the employees in organization X. We commented the results and offered possible solutions of the problems. The awarding in the organization has an increasingly greater meaning. Modern companies are aware that they cannot hope for long term success, without qualified, professional and motivated workers. Therefore it is important for every organization to systematically regulate this field. A well-structured reward system can recognize the contribution of every individual and therefore reward them properly. In return for a good performance, the employees expect, together with the salary, certain awards in form of extra bonuses, promotions and privileges. With monetary awards the employees also expect and need non-monetary awards, like a feeling of belonging, responsibility, importance, personal growth and significant contribution. Consequently, a modern theory about the components of the whole reward system and salary is taking affect. The reward system has become a lot more than only a simple management tool. The executives should not treat these awards as expenses anymore, but as investments in human resources. If the employees are satisfied with the company, they will certainly be more motivated at their job, they will achieve greater efficiency and consequently contribute to a greater success of the company on the market. That is why it is important, that every company realizes its best fitting reward system, because a wrong concept can work counterproductive.
Keywords:	Employee reward system, salary, fixed pay, variable pay, privileges, salary bonuses, compensation, work efficiency, monetary awarding, non-monetary awarding, work evaluation.

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