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Title:VPLIV REDNIH LETNIH RAZGOVOROV NA UČINKOVITOST POSAMEZNIKA V GORENJSKI BANKI D.D., KRANJ
Authors:ID Šajnovič, Sandra (Author)
ID Bernik, Mojca (Mentor) More about this mentor... New window
Files:.pdf VS_Sajnovic_Sandra_2014.pdf (4,71 MB)
MD5: 446CB82BDEE4878DAAE3352DB2EBD12F
 
Language:Slovenian
Work type:Undergraduate thesis
Organization:FOV - Faculty of Organizational Sciences in Kranj
Abstract:Pomemben sestavni del vodenja organizacije je razgovor med vodjo in zaposlenim. Dober in poglobljen razgovor zahteva znanje, čas in komunikacijsko spretnost. Redni letni razgovor daje možnost, da zaposleni izboljšajo samopodobo, se zavejo svojih napak in s tem izboljšajo delovno uspešnost ter določijo nadaljnjo razvojno pot. Diplomsko delo predstavlja vpliv rednih letnih razgovorov na učinkovitost posameznika v podjetju Gorenjska banka d. d., Kranj, ki se izvajajo od leta 2011. V teoretičnem delu smo opredelili pojem redni letni razgovor, njegov namen in teme, o katerih bi se morala vodja in zaposleni pogovarjati. Omenili smo tudi glavna področja poslovnih in kadrovskih procesov, ki jih redni letni razgovori vključujejo. Poglobili smo se v pripravo in v potek rednih letnih razgovorov. Predstavili smo uspešnost rednih letnih razgovorov ter način motiviranja in spodbujanja sogovornika. Spodbuda je pomembna zato, da zaposleni z večjo odgovornostjo, zaupanjem vase, pravočasno in poln zavzetosti opravi dodeljeno delo. Predstavili smo Gorenjsko banko d. d., Kranj in analizirali povezavo med razvojem kadrov in rednimi letnimi razgovori. V empiričnem delu naloge smo naredili raziskavo, s katero smo želeli ugotoviti učinkovitost izvajanja rednih letnih razgovorov. Cilj raziskave je bil ugotoviti, ali se z izvedbo razgovorov izboljšajo rezultati dela v Gorenjski banki d. d., Kranj in ali se izboljša osebna učinkovitost posameznika, kamor vključujemo načrtovanje kariere, zadovoljstvo, komunikacijo in medsebojne odnose. Rezultati raziskave so pokazali, da so redni letni razgovori, kljub dobri organizaciji in usposobljenosti vodij, izvedeni pomanjkljivo. Ugotovili smo, da se rezultati dela po izvedbi rednih letnih razgovorov ne izboljšajo, nekateri cilji se niti ne izvedejo. Na podlagi ugotovitev smo predlagali spremembe in izboljšave za povečanje učinkovitosti dela in zadovoljstva zaposlenih.
Keywords:redni letni razgovor, razvoj kadrov, učinkovitost, vodja, zaposleni
Place of publishing:Maribor
Year of publishing:2014
PID:20.500.12556/DKUM-45264 New window
COBISS.SI-ID:7337491 New window
NUK URN:URN:SI:UM:DK:SLA1G7SE
Publication date in DKUM:18.09.2014
Views:1590
Downloads:155
Metadata:XML DC-XML DC-RDF
Categories:FOV
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Secondary language

Language:English
Title:INFLUENCE REGULAR ANNUAL APPRAISALS ON EFFICIENCY OF AN INDIVIDUAL IN GORENJSKA BANKA D.D., KRANJ
Abstract:The most important part of management is conversation between manager and employee. Good and intensive conversation takes knowledge, time and communication skill. Regular yearly conversation is a possibility for employees to improve their self-esteem, to realize their mistakes and consequently improve work performance and determine further development path. This thesis presents the impact of regular annual interviews on the effectiveness of the individual in the company Gorenjska banka d. d., Kranj, where such reviews have been implemented in 2011. In theoretical part we defined the concept of regular yearly conversation, his purpose and themes that manager and employee should talk about. We looked at the preparation and course of regular yearly conversations. Then we represented their successfulness and way of motivating and encouraging employees to work with more responsibility, self-esteem and energy. We presented Gorenjska banka d. d., Kranj and analyzed connection between staff development and regular yearly conversations. In empirical part we did the survey to determine efficiency of implementing regular yearly conversations. We wanted to find out if work results in Gorenjska banka d. d., Kranj improved by using these conversations and if personal efficiency of individuals (such as career planning, satisfaction, communication, personal relationship) improved. Despite good organization and qualification of managers the results of survey showed deficiency of regular yearly conversations. Work results do not improve, some plans have not even been performed. Based on these findings we suggested changes and improvements to increase work efficiency and employee satisfaction.
Keywords:regular yearly conversation, development od personnel, efficiency, manager, employee


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