Generacijska zavzetost zaposlenih

Mlinarič, Lidija

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Title:	Generacijska zavzetost zaposlenih
Authors:	ID Mlinarič, Lidija (Author) ID Treven, Sonja (Mentor) More about this mentor...
Files:	MAG_Mlinaric_Lidija_2015.pdf (1,43 MB) MD5: 9A2A5B1EED69F68B96DE92385AE7B66E
Language:	Slovenian
Work type:	Master's thesis/paper
Typology:	2.09 - Master's Thesis
Organization:	EPF - Faculty of Business and Economics
Abstract:	V Sloveniji že zadnjih nekaj let opažamo, da se starost delovne sile viša. Na delovnih mestih srečujemo kar štiri različne generacije, in sicer generacijo Y, generacijo X, generacijo »baby boom« in veterane. Vsaka izmed njih ima svoje značilnosti. Ravnanje s temi generacijami in njihova zavzetost predstavlja za organizacije velik izziv. Prav zavzetost zaposlenih zato postaja v zadnjem času čedalje bolj proučevana kategorija v naših organizacijah. Organizacije se jo trudijo izmeriti in kategorizirati svoje zaposlene kot zavzete, nezavzete in aktivno nezavzete. Zavedajo se namreč, da so lahko le zavzeti zaposleni konkurenčna prednost organizacije. Če jim uspe, da pri tem upoštevajo zavzetost predstavnikov posamezne generacije, torej generacijsko zavzetost, lahko boljše opredelijo vzvode, ki lahko zavzetost posamezne generacije še povečajo. In prav to je tisto, kar bi moralo predstavljati vsaki organizaciji izziv. Sama aktualnost merjenja zavzetosti zaposlenih namreč ne upošteva dovolj razlik med generacijami. In če organizacija ne meri generacijske zavzetosti, bo tudi težko odkrila primerne vzvode, ki lahko le-to zvišajo in pomagajo organizaciji k še več konkurenčnim prednostim. V prvem delu magistrske naloge smo se osredotočili na teoretično opredelitev najprej zavzetosti, potem posameznih generacij in nazadnje še generacijske zavzetosti. Ugotavljali smo, kako zelo pomembno je, da organizacija meri zavzetost svojih zaposlenih glede na generacijo, ki ji slednji pripadajo. Nadalje smo ugotavljali, katere dejavnosti in vzvodi lahko organizaciji pomagajo, da zaposlenim različnih generacij zvišajo zavzetost. Pri tem smo se še posebej osredotočili na vzvode, ki organizaciji pomagajo omiliti generacijske razlike. Vzvode smo zbrali na podlagi različne literature in jih podrobneje predstavili. V drugem delu smo se osredotočili na proučitev generacijske zavzetosti v Organizaciji X. Organizacijo X smo predstavili, potem pa proučili generacijsko zavzetost njenih zaposlenih. Potrdili in ovrgli smo postavljene hipoteze. Ker ima Organizacija X zelo zavzete zaposlene, smo skušali ugotoviti, katere vzvode zviševanja generacijske zavzetosti že uporablja in katere bi lahko v prihodnosti za ohranitev tako visoke generacijske zavzetosti pričela uporabljati.
Keywords:	zavzetost, generacije, generacijska zavzetost, vzvodi za povečanje generacijske zavzetosti
Place of publishing:	Maribor
Publisher:	[L. Mlinarič]
Year of publishing:	2015
PID:	20.500.12556/DKUM-54903
UDC:	331.1
COBISS.SI-ID:	12178716
NUK URN:	URN:SI:UM:DK:TM9HCKBV
Publication date in DKUM:	21.12.2015
Views:	2124
Downloads:	342
Metadata:
Categories:	EPF
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Secondary language

Language:	English
Title:	Employee Engagement Across Generations
Abstract:	In Slovenia, for the last few years we have observed that the age of the workforce increases. At posts, we thus face as many as four different generations, namely, generation Y, generation X, the »baby boom« generation and veterans. Each of them has its own characteristics. The management of these generations and their engagement represents a major challenge for organizations. It is the engagement of the employees that is becoming recently more and more studied category in our organizations. Organizations are trying to measure and classify their employees as an engaged, half- hearted and actively half-hearted. They are namely aware of the fact that only engaged employees are a competitive advantage of organizations. If the organization manages to take into account the engagement of the representatives of each generation, then it may better identify levers that can further increase engagement of each generation. And this is precisely what should constitute a challenge for any organization. The mere topicality of measuring employee engagement does not take sufficient account of the differences between the generations. And if an organization does not measure generational engagement, it will also have problems discovering the appropriate levers that may increase the engagement and help the organization to reaching more competitive advantages. In the first part of the master's thesis we focused on the theoretical definition of the engagement, then particular generations and finally generational engagement. We have noted how important it is for an organization to measure the engagement of its employees in relation to the generation to which they belong. Furthermore, we have determined which activities and levers can help the organization increase the engagement of employees of different generations. In doing so, we especially focused on the levers that help the organization mitigate the generational differences. Levers were compiled on the basis of various literature and are presented in detail. In the second part we focused on the examination of generational engagement in the Organization X. First, we presented the Organization X, and then examined generational engagement of its employees. We have also confirmed and refuted the set hypotheses. Since Organization X has highly engaged employees, we tried to determine which levers of increasing the generational engagement organization already uses and which could start using in the future to preserve such high generational engagement.
Keywords:	engagement, generations, generational engagement, levers for increasing generational engagement

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