FORMALNO MENTORSTVO KOT ELEMENT RAZVOJA ZAPOSLENIH V PODJETJU

Rizmal, Kaja

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Title:	FORMALNO MENTORSTVO KOT ELEMENT RAZVOJA ZAPOSLENIH V PODJETJU
Authors:	ID Rizmal, Kaja (Author) ID Treven, Sonja (Mentor) More about this mentor...
Files:	MAG_Rizmal_Kaja_2010.pdf (886,16 KB) MD5: 1A5B5A6A6BDD0F93FCAAD5C4418414FF PID: 20.500.12556/dkum/09856b96-d1e7-4c1e-a97f-8f1aa53ae78f
Language:	Slovenian
Work type:	Master's thesis/paper
Organization:	EPF - Faculty of Business and Economics
Abstract:	Pritiski kompleksnega, nepredvidljivega in dinamičnega poslovnega okolja, globalne tržne konkurence in organizacijske spremembe silijo podjetja k nenehnemu iskanju načinov za doseganje in vzdrževanje konkurenčne prednosti. Kritični pri doseganju konkurenčnosti so človeški viri, katerih aktivnosti prispevajo k doseganju le-te. Ena izmed aktivnosti človeških virov je tudi mentorstvo kot metoda razvoja zaposlenih. Čeprav se mentorski odnosi razlikujejo po času trajanja, se na splošno pomikajo skozi štiri predvidljive, med seboj povezane faze. Vsako fazo opredeljujejo določene čustvene izkušnje, funkcije razvoja in vzorci vzajemnega delovanja, ki se oblikujejo na osnovi individualnih potreb ter organizacijskih okoliščin. Mentorstvo prinaša koristi mentorju, mentorirancu in organizaciji kot celoti. Mentorirancu omogoča hitrejšo asimilacijo v organizacijo in jasno začrtano karierno usmeritev. Pogosto »oživi« mentorja in mu omogoči napredovanje v karieri, organizaciji pa prinaša koristi skozi hitrejše uvajanje v delo, povečanje zaposlovanja, motivacijo in komunikacije. Problemi mentorstva izhajajo predvsem iz metod izbire mentorjev in mentorirancev, medsebojnih interakcij med mentorji in mentoriranci, moči položaja ter problemov organizacije dela. Neobvladovanje problemov negativno vpliva na mentorja, mentoriranca in organizacijo kot celoto. Vsaka organizacija mora oblikovati takšen mentorski program, ki bo v skladu z njeno kulturo in potrebami njenih zaposlenih. Najprej je potrebno določiti jasne cilje, na osnovi katerih se bo meril napredek, mentorski program pa mora biti splošno sprejet. Tako mentor kot mentoriranec morata biti skrbno izbrana in nanj dobro pripravljena. Mentor in mentoriranec morata začeti mentorski odnos s poznavanjem temeljnih pravil mentorskega odnosa in imeti jasno idejo o ciljih le-tega. Osnovna prioriteta začetka izvajanja mentorskega programa je vzpostaviti mentorski odnos kot tak. Mentor in mentoriranec pogosto z mentorskim planom ukrepov vnaprej načrtujeta, kako bosta dosegla cilje mentorskega programa. Podjetje potrebuje sistem povratnih informacij in vrednotenja, da bo vedelo, če mentorski odnosi uspešno funkcionirajo. Na osnovi pridobljenih informacij se nato odloči ohraniti, razširiti, prilagoditi ali prenehati z mentorskim programom. Pridobljene informacije vplivajo tudi na prihodnjo strategijo mentorskega programa. Formalno mentorstvo vpliva na blaginjo zaposlenih z izpolnjevanjem pogojev psihološke pogodbe, ki vodi predvsem do povečanja zadovoljstva pri delu in zadržanja zaposlenih v organizaciji in z obvladovanjem ravnovesja med delom ter zasebnim življenjem, kar prinaša koristi tako posameznikom, kot tudi njihovim družinam in organizacijam. Informacijska doba spreminja dinamiko mentorskih odnosov. E-mentorstvo omogoča obstoj mentorskih odnosov, ki rušijo geografske, časovne in kulturne ovire. V primerjavi s tradicionalnim ima specifične koristi, saj ga je lažje upravljati, je cenejše, hitrejše in bolj enakopravno.
Keywords:	razvoj zaposlenih, mentorstvo, koristi, problemi, vzpostavitev, izvajanje, vrednotenje, blaginja zaposlenih, e-mentorstvo
Place of publishing:	[Maribor
Publisher:	K. Rizmal
Year of publishing:	2010
PID:	20.500.12556/DKUM-16829
UDC:	331.3
COBISS.SI-ID:	10643740
NUK URN:	URN:SI:UM:DK:1MTYKSJS
Publication date in DKUM:	11.05.2011
Views:	4012
Downloads:	671
Metadata:
Categories:	EPF
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Secondary language

Language:	English
Title:	Formal mentoring as an element of employee development in organizations
Abstract:	The pressures of the complex, unpredictable and dynamic business environment, global market competition and organizational change have promoted and sustained the search for competitiveness. Human resource are critical to achieving and maintaining competitiveness, whose activities contribute to competitiveness. One of the activities of human resource is also mentoring, known as a method of employee development. Although mentoring relationships vary in lenght, they generally proceed through four predictable, yet not entirely distinct, phases. Each phase is characterized by particular affective experiences, developmental functions and individuals' needs and surrounding organizational circumstaces. Mentoring benefits mentor, protege and organization as a whole. It enables the protege to find his feet more quickly and to establish a clear sense of career direction and purpose. It often rejuvenates the mentor and may advance his career, too. Mentoring benefits the company through speedier induction and through enhancement in recruitment, motivation and communications. Mentoring can also cause some problems because of the methods by which mentors and/or proteges are selected, formal or informal interactions between mentors and proteges, power alignments and work organization problems. Badly handled, they can have negative consequences on mentor, protege and organization as a whole. Each organization has to draw up a mentoring programe that fits its particular company culture and answers the needs of its own employees. The starting point must be a clear statement of objectives, against which progress may be measured. Mentoring programme should be widely accepted. Mentor and protege must be carefully selected and well trained. It is expected that mentor and protege start off with the same understanding of the ground rules of the relationship and they both should have a clear idea of the objectives of the relationship. The major priority in the beginning of program is to establish the relationship itself. Mentors and proteges often establish mentoring action plan to plan ahead how they will work together to achieve the goals of programe. The company needs a system of feedback and evaluation in order to know whether the mentoring relationship is functioning successfully. There has to be up-to-date information to deceide whether to retain, expand, adjust or terminate the program. It should also inform the future strategy of scheme. Formal mentoring programs are associated with employee well-being through psychological contract and work-life balance. Alignment on the terms of the psychological contract leads to increased job satisfaction and employee retention. Maintaining work-life balance benefits not only individuals, but also employing organizations. The information age is changing the dynamics of many relationships and e-mentoring creates the possibility for relationships that cross the boundaries of time, geography and culture. E-mentoring is easier to manage, less costly, faster and more egalitarian than traditional mentoring.
Keywords:	employee development, mentoring, benefits, problems, establishment, implementation, evaluation, employee wellbeing, e-mentoring

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