MERILA ZA DOLOČANJE USPEŠNOSTI DELAVCEV NA PODROČJU FINANČNEGA SEKTORJA

Čelofiga, Boštjan

| | SLO | ENG | Piškotki in zasebnost

Večja pisava | Manjša pisava

Prva stran > Izpis gradiva

Izpis gradiva

Naslov:	MERILA ZA DOLOČANJE USPEŠNOSTI DELAVCEV NA PODROČJU FINANČNEGA SEKTORJA
Avtorji:	ID Čelofiga, Boštjan (Avtor) ID Mayer, Janez (Mentor) Več o mentorju...
Datoteke:	VS_Celofiga_Bostjan_2012.pdf (1,67 MB) MD5: D94F8D76D44FC534F15A0042D573D400 PID: 20.500.12556/dkum/5f171578-6ff5-4a7a-ae6f-7c9349f4c934
Jezik:	Slovenski jezik
Vrsta gradiva:	Diplomsko delo
Organizacija:	FOV - Fakulteta za organizacijske vede
Opis:	Že več let sem zaposlen v dejavnosti, katere značilnost je financiranje oziroma prodaja finančnih produktov. Delo poteka po sistemsko določenih pravilih. Večina zaposlenih dela dobro, vendar pa pri tem niso dovolj motivirani za doseganje finančnega učinka dela niti ne za kvalitetno delo, saj variabilnega dela nagrajevanja iz tega naslova praviloma ni. Diplomska naloga bi naj ugotovila razpoloženje med zaposlenimi glede plačila po učinku, za kar je bila izvedena anketa med zaposlenimi. Na podlagi rezultatov ankete so podane ugotovitve in nekateri predlogi za določanje uspešnosti delavcev. Kaj je torej najpomembnejše za dober poslovni rezultat? Kako ga izboljšati? Na podlagi anketnega vprašalnika, ki smo ga razdelili zaposlenim v finančnem sektorju, smo najprej preverili, kako zaposleni ocenjujejo trenutno stanje v svojem delovnem okolju. V nadaljevanju nas je zanimalo, kakšno bi po njihovem mnenju delovno okolje moralo biti, da bi z zadovoljstvom opravljali svoje delo in s tem maksimalno prispevali k dobremu rezultatu organizacije. Razliko med dejanskim in želenim stanjem smo poimenovali motivacijski potencial. Predpostavljali smo, da je zlasti nagrajevanje po učinku dela slabo prisotno med zaposlenimi in da je tam največ možnosti za dodatno motiviranje zaposlenih. Zanimalo nas je tudi, ali pri mlajših zaposlenih obstaja večji motivacijski potencial oziroma imajo večjo željo po napredovanju. Rezultati diplomske naloge so potrdili naše razmišljanje, da je pri vseh zaposlenih prisoten motivacijski potencial, da je ta največji pri tistih motivacijskih dejavnikih, ki se nanašajo na osebni prispevek posameznega zaposlenega in da je pri mlajših zaposlenih večji kot pri starejših. Statistično nismo uspeli dokazati domneve, da je motivacijski potencial povezan z življenjskim standardom, ugotovili pa smo, da mlajši zaposleni nimajo večjih ambicij za napredovanje kot njihovi starejši sodelavci. Poznavanje teh motivacijskih dejavnikov in z njim povezanega motivacijskega potenciala je namreč ključnega pomena za uspešnost posamezne organizacije.
Ključne besede:	- Motivacija - Motivacijske teorije - Nagrajevanje - Učinkovitost - Poslovni rezultat
Kraj izida:	Kranj
Leto izida:	2012
PID:	20.500.12556/DKUM-22738
COBISS.SI-ID:	7115795
NUK URN:	URN:SI:UM:DK:9VSSTHHA
Datum objave v DKUM:	18.01.2013
Število ogledov:	1703
Število prenosov:	119
Metapodatki:
Področja:	FOV
:	Kopiraj citat

Skupna ocena:	(0 glasov)
Vaša ocena:	Ocenjevanje je dovoljeno samo prijavljenim uporabnikom.
Objavi na:

Postavite miškin kazalec na naslov za izpis povzetka. Klik na naslov izpiše podrobnosti ali sproži prenos.

Sekundarni jezik

Jezik:	Angleški jezik
Naslov:	CRITERIA FOR DETERMINING THE EPFICIENCY OF WORKERS IN THE FIELD OF FINANCIAL SECTOR
Opis:	For several years I've been working in a field the prime objective of which is financing or selling financial products. The working process itself follows systematic rules. The majority of employees perform their tasks well, but they are not sufficiently motivated to achieve financial efficiency, because the appropriate rewarding system is not provided. This work contains original research concerned with determining the work-related feelings of the employees as a consequence of being piecework paid (a survey was conducted to record the points of view of the aforementioned employees). Based on the results of the survey, findings, conclusions and certain suggestions for the evaluation of workers' efficiency are given. What is therefore the most important factor involved in achieving a good business result? How can it be improved? By analyzing the results of the survey that had been conducted among the employees in the field of the financial sector, we first wanted to examine how these employees evaluated the conditions in their current workplace. In addition, we were interested in the suggestions and ideas of the employees as to how they believed their workplace should be organized, in order for them to perform their assignments with satisfaction and bring the highest possible contribution to the final result. We decided to name the difference between the desired and actual conditions as motivation potential. We had anticipated that rewarding working efficiency was very rarely present and that this particular motivation tool could be used to increase work rate and motivation of the employees. We also wanted to discover whether younger employees possessed a greater motivation potential and whether they had a stronger desire for promotion. The results of the research carried out confirmed our belief that all of the employees possessed a certain degree of motivation potential, and that the motivation potential was highest in the case of motivational factors that are related to personal involvement and contribution of an individual employee; these particular factors were also found to be represented more strongly in younger employees. The assumption that motivation potential was in a certain correlation with the standard of living of an individual employee was not successfully statistically proven. It was discovered, however, that younger employees did not have higher ambitions for promotion than their older colleagues. The knowledge about the aforementioned motivational factors and the motivation potential that is related to them is crucial for the success of an organization.
Ključne besede:	- Motivation - Motivational theories - Rewarding - Efficiency - Business result

Komentarji

Dodaj komentar

Za komentiranje se morate prijaviti.

Komentarji (0)

0 - 0 / 0

Ni komentarjev!

Nazaj