| | SLO | ENG | Cookies and privacy

Bigger font | Smaller font
First page > Show document

Show document Help

Title:PROCES UVAJANJA NOVIH SODELAVCEV
Authors:ID Hace, Tina (Author)
ID Novak, Vesna (Mentor) More about this mentor... New window
Files:.pdf VS_Hace_Tina_2011.pdf (1,18 MB)
MD5: 37EA99A4189C63E7D80A974D4A03E75D
PID: 20.500.12556/dkum/5385e6a9-a68c-4c1d-ab41-5684bf11a685
 
Language:Slovenian
Work type:Undergraduate thesis
Organization:FOV - Faculty of Organizational Sciences in Kranj
Abstract:Proces uvajanja novih sodelavcev ima izjemno veliko vlogo in pomen, vednar je proces uvajanja žal prepogosto spregledan korak v očeh mnogih delodajalcev. Dobro izpeljan proces uvajanja ne pomeni le hitro integracijo novega sodelavca, višjo učinkovitost, zavzetost in tudi motivacijo, temveč tudi krepitev ugleda in blagovne znamke delodajalca, gradnje zaupanja med obstoječimi in novimi zaposlenimi in promoviranja občutka pripadnosti. Uvajalni proces, v katerega je zajet celotni delovni tim, skupaj z drugimi oddelki, tvori osnovo za vzpostavitev učinkovite dvosmerne komunikacije in pretoka informacij z novimi zaposlenimi. Uvajanje naj bi predstavljalo interaktivni proces. Toda praksa prepogosto kaže drugačno sliko. Uvajanje novih zaposlenih zahteva izdelane, strukturirane ter implementirane programe znotraj podjetja. Menimo, da si vodje v začetnih mesecih vzamejo premalo časa za novega sodelavca, da bi mu kar najbolj natančno razložili, kaj od njega pričakujejo ter kako naj to opravlja oz. koliko odgovornosti in samoiniciativnosti mu prepuščajo. V diplomski nalogi bi radi opozorili na prisotne razmere in poskušali najti tisti »pravi« način uvajanja novincev, da bodo le ti ostali v organizaciji, se vanjo primerno vključili in čim prej dosegli pričakovano raven storilnosti. Predstavili bomo postopek in program uvajanja. Zanimalo nas bo, kateri način uvajanja je najboljši ter kako in koga uvajati, da organizacija po začetnem uvajanju ne bo izgubila nove delovne sile. Poudarili bomo pomen prvega stika posameznika z organizacijo in predstavili prednosti in slabosti programov sistematičnega uvajanja novincev v organizaciji. V raziskovalnem delu diplomske naloge smo izvedli spletno anketo, s katero smo želeli ugotoviti ali so bili naključno izbrani anketiranci deležni sistematičnega uvajanja ter kakšen vpliv ima začetno obdobje v organizaciji na njihovo zadovoljstvo in uspešnost pri delu. Naš cilj je bil ugotoviti mnenje zaposlenih o procesu uvajanja ter kakšne so posledice dobro oblikovanega programa uvajanja in posledice površnega uvajanja. V zaključnem delu smo prikazali analizo pridobljenih podatkov in jih interpretirali. S povratno informacijo o procesu uvajanja, dobljeno neposredno od anketirancev, smo odgovorili na raziskovalna vprašanja, predstavili pomanjkljivosti v tem procesu ter podali nekaj priporočil za izboljšavo.
Keywords:Proces kadrovanja, Proces uvajanja kadrov, Poklicna socializacija, Cilji uvajanja kadrov, Prednosti in slabosti uvajanja kadrov.
Place of publishing:Maribor
Year of publishing:2011
PID:20.500.12556/DKUM-17581 New window
COBISS.SI-ID:6871827  New window
NUK URN:URN:SI:UM:DK:3RPV6LZX
Publication date in DKUM:19.07.2011
Views:3833
Downloads:961
Metadata:XML DC-XML DC-RDF
Categories:FOV
:
Copy citation
  
Average score:(0 votes)
Your score:Voting is allowed only for logged in users.
Share:Bookmark and Share



Hover the mouse pointer over a document title to show the abstract or click on the title to get all document metadata.

Secondary language

Language:English
Title:INDUCTION OF NEW EMPLOYEES
Abstract:Though playing a very important part and carrying a particularly heavy weight, induction of new employees is all too often downplayed by many employers. A properly executed employee induction process results is not only fast integration of new employees, increased effectiveness, dedication and motivation, but also boosts an employer's image and brand, builds trust among existing and new staff, and helps develop a sense of belonging. Personnel orientation process which involves an entire work team together with other divisions represents the groundwork for establishing effective two-way communication and flow of information for newcomers. Ideally, induction of new employees should be an interactive process. All too often, however, the reality is very much different. Induction of new employees requires the use of elaborate, structured and implemented programmes within a company. We believe, that in the early few months, the leaders take too little time for their new co-worker and thorough explanation about their expectations towards him/her and the manner of managing this expectations or how much responsibilities and self-initiative this new co-worker truly has in the company. In our thesis, we would like to point on this, already present situation and try to find that »proper« manner of newcomer orientation, so that newcomers remain in the organisation, fit in adequately and achieve the expected level of productivity as soon as possible. We will present a procedure and an orientation programme. We will try to figure out the best manner of orientation and how to perform an orientation and also determine people that require an orientation, so that the organisation shall not lose the new labour force after the preliminary orientation. We shall emphasis the meaning of the first contact between an individual and organisation and present the advantages and disadvantages of programmes of systematic orientation of newcomers to the organisation. The research part of the thesis included a performance of an online survey by which we tried to determine whether the randomly selected respondents were treated to a systematic orientation. We also tried to figure out the impact of the preliminary period in the organisation in relation with respondents’ satisfaction and performance at work. Our goal is to establish the opinion of employees on the orientation process and the ramifications of well-designed orientation programme and ramifications of poorly-designed orientation programme. In the final part of the thesis, we showed an analysis of acquired data and their interpretation. With the help of feedback on orientation process, obtained directly from respondents, we answered on researched questions, presented deficiencies of this process and gave some recommendations for improvement.
Keywords:Recruitment process, Induction of new employees, Professional socialization, The objectives of staff induction, Advantages and disadvantages of personnel orientation.


Comments

Leave comment

You must log in to leave a comment.

Comments (0)
0 - 0 / 0
 
There are no comments!

Back
Logos of partners University of Maribor University of Ljubljana University of Primorska University of Nova Gorica