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Title:VPLIV PROTIKRIZNIH UKREPOV NA ZAPOSLENE V GRADBENEM PODJETJU MARCEN D.O.O.
Authors:ID Marcen, Matej (Author)
ID Vukovič, Goran (Mentor) More about this mentor... New window
Files:.pdf UNI_Marcen_Matej_2014.pdf (1,46 MB)
MD5: 13D03E7D17621E764D7332B865B0DD94
 
Language:Slovenian
Work type:Undergraduate thesis
Organization:FOV - Faculty of Organizational Sciences in Kranj
Abstract:Podjetje Marcen, d. o. o., je podjetje, čigar primarna dejavnost je gradnja in adaptacija (več)stanovanjskih hiš, stanovanj in urejanje pripadajoče okolice. V času obstoja se je podjetje venomer širilo v smislu večanja števila kadrov v operativnem delu (fizična delovna sila), posledično se je večal obseg dela in prometa, kar pa je zahtevalo tudi organizacijske spremembe in zaposlovanje kadrov v režijskem delu podjetja. Zanimalo nas je, kakšen je vpliv upravljanja s človeškimi viri na gradbeno podjetje Marcen, d. o. o., v času gospodarske krize. V diplomskem delu je raziskano, kateri so ključni konkretni vzroki, ki so spodbudili spremembe na kadrovskem področju, katere so te spremembe, raziskano pa je tudi, kako so te spremembe vplivale na celotno organizacijo podjetja, torej katere so spremembe v organizacijskem smislu, ki so jih izzvale spremembe kadrovskega področja. Ker pa vzrok (spremembe na kadrovskem področju) vedno pusti posledico (reorganizacijske spremembe), te pa so zopet vzrok za nadaljnje posledice, je raziskano tudi, katere so reorganizacijske spremembe, ki povratno vplivajo na spremembe kadrovskega področja. Vse konkretne analize in ugotovitve so podkrepljene s teorijo, iz nje pa je vzporedno ugotovljeno, zakaj so v praksi dogajanja v podjetju taka, kot so. Ugotovili smo, da oblikovanje stalnih delovnih timov bistveno prispeva k pripadnosti podjetju, zaposleni, ki so bili vključeni v izobraževalne procese podjetja, pa so bistveno konkurenčnejši na trgu dela kot tisti, ki niso bili vključeni vanje. Ustrezni ukrepi vodilnega kadra podjetja, kot je izobraževanje obstoječega kadra, so torej nujni.
Keywords:človeški viri, upravljanje s človeškimi viri, reorganizacija
Place of publishing:Maribor
Year of publishing:2014
PID:20.500.12556/DKUM-46644 New window
COBISS.SI-ID:7392787 New window
NUK URN:URN:SI:UM:DK:HG2EWOKF
Publication date in DKUM:26.01.2015
Views:2036
Downloads:127
Metadata:XML DC-XML DC-RDF
Categories:FOV
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Secondary language

Language:English
Title:ANTI-CRISIS MEASURES IMPACT ON THE EMPLOYEES IN CONTRUCTION COMPANY MARCEN D.O.O.
Abstract:Marcen Ltd. is a company specialized in construction and renovation of single-family detached and semi-detached houses, apartments and arranging the surrounding yards. The company has had a constant growth of labor force, which resulted in ever growing amount of work and sales. This required changes in organizational structure and recruitment process. We were interested in the impact of human resource management during economic crisis on contstruction company Marcen Ltd. The focus of my diploma thesis is the research of key factors that propelled changes in human resources and the research of the changes themselves. Changes to the organizational structure of the entire company have also been examined. Since the cause (of a change in human resources) always has an effect (changes in organizational structure), which is a cause for another effect, my thesis also explores which organizational changes have a feedback effect on changes of the human resources. All analyses and findings are substantiated on the organizational theory, which in turn explains the results of the every day practice. It has been established, that forming permanent work teams does significantly contribute to a sense of loyalty to the company. However, employees, which were included in the education programs at the company, were significantly more competitive on the labor market than those omitted from such programs. Therefore, we can conclude, that the managerial efforts such as education programs and forming permanent work teams are essential.
Keywords:human resources, human resource management, organizational changes


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