Nagrajevanje in motiviranje zaposlenih v organizaciji

Kolednik, Petra

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Title:	Nagrajevanje in motiviranje zaposlenih v organizaciji
Authors:	ID Kolednik, Petra (Author) ID Šarotar Žižek, Simona (Mentor) More about this mentor...
Files:	VS_Kolednik_Petra_2018.pdf (1,18 MB) MD5: 0C57B9D4BCE99C0D4BF1A2848B6DE86A PID: 20.500.12556/dkum/075a2ab6-931f-4cbb-a4d8-6a5b321e4cef
Language:	Slovenian
Work type:	Diploma project paper
Typology:	2.11 - Undergraduate Thesis
Organization:	EPF - Faculty of Business and Economics
Abstract:	Motivacija je tisto malo, kar nam včasih tako manjka, da določeno stvar pripeljemo do konca. V današnjem tempu življenja želimo stvari opraviti le na hitro ali površno, le toliko, da je nekaj narejeno, kadar pa se srečamo z nečim pomembnim, pa miselnost »le na hitro« ni dovolj. Da bi cilj oz. nalogo opravili kakovostno, potrebujemo motivacijo – včasih zadošča le beseda, velikokrat pa je ob tej potrebna tudi kakšna nagrada. Vsa živa bitja na svetu stremijo k zadovoljitvi lastnih potreb. Te so lahko osnovnega pomena za preživetje, torej po hrani in/ali zraku, ali pa so že potrebe višje ravni, kot so potrebe po: pripadnosti neki skupnosti, medsebojnem razumevanju, osebni rasti ipd. Za zadovoljitev določene potrebe je potrebna motivacija, ko pa je potreba zadovoljena, se tudi motivacija za njo preneha in postopek se ponovi – pojavi se potreba, ki jo želimo zadovoljiti, z njo pa tudi motivacija. Tudi v poslovnem svetu se mnogokrat srečamo z upadom motivacije, ki se zgodi zaradi več razlogov, posledično nastane občutek, da je cilj še zelo daleč in da ga ni moč doseči. Zato je naloga vodij, da ne le delegirajo naloge, ki jih je treba opraviti, marveč tudi spodbujajo zaposlene, da delo opravijo kakovostno, s čim več entuziazma in v prijetnem delovnem okolju. Vodje se v okviru procesa motiviranja zaposlenih osredotočijo tudi na nagrajevanje zaposlenih, saj lahko s tem dosežejo večji učinek, ki pa je lahko kratkotrajen,predvsem ko gre za denarno nagrajevanje, ali pa velja za dolgi rok. Vodja si za svoje podjetje določi sistem, po katerem lahko poleg osnovne plače nagrajuje zaposlene. Nagrado pri tem predstavljajo razne bonitete, uporaba službenih vozil, plačila zavarovanj ali praktične nagrade. Mnogokrat pa pri motiviranju ni nujno uporabiti le materialnega nagrajevanja, marveč zadošča že nematerialno, kot so npr. iskrene pohvale za uspešno opravljene naloge, prilagodljiv delovni čas, možnost napredovanja in osebne rasti in druge. Managerji morajo imeti venomer inovativne ideje, kako bi lahko zaposlene še motivirali, najlažje pa je, če jih poznajo, saj potem točno vedo, s katero nagrado bo njihova motivacija na vrhuncu.
Keywords:	motiviranje, motivacijske teorije, nagrajevanje, materialno nagrajevanje, nematerialno nagrajevanje
Place of publishing:	Maribor
Publisher:	[P. Kolednik]
Year of publishing:	2018
PID:	20.500.12556/DKUM-72217
UDC:	005
COBISS.SI-ID:	13395228
NUK URN:	URN:SI:UM:DK:EVLQU9YG
Publication date in DKUM:	18.09.2019
Views:	1085
Downloads:	259
Metadata:
Categories:	EPF
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Licences

License:	CC BY-NC-ND 4.0, Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International

Link:	http://creativecommons.org/licenses/by-nc-nd/4.0/
Description:	The most restrictive Creative Commons license. This only allows people to download and share the work for no commercial gain and for no other purposes.
Licensing start date:	14.09.2018

Secondary language

Language:	English
Title:	Rewarding and motivating employees in the organization
Abstract:	Motivation; that little something that we sometimes miss to bring a specific thing to the end. In today's pace of life, we want to do things quickly, or superficially, just with enough effort to get thing done, but when we meet something important, it is not enough to just get something done. In order to achieve our goal with certain quality, we need motivation. Sometimes the words are sufficient motivation, but often motivation involves some kind of reward. All living creatures in the world tend to satisfy their needs. Needs can be fundamental to survival, that is, food, air, or there are already needs of a higher rank, such as belonging to a community, mutual understanding, the need for personal growth, and others. For all this, motivation is needed to satisfy the need, but when it is satisfied, the motivation for it is terminated and the procedure is repeated, there is a need that we want to meet again. Even in the business world, we often come across the fact that motivation falls for several reasons, and leads to the feeling that the goal is far, or can not be achieved. Therefore, it is the task of the leaders not only to delegate the tasks that need to be done, but also to encourage employees to do the work with as much enthusiasm as possible in a pleasant working environment and, of course, they also perform the work in a quality manner. Leaders, through the process of motivating employees, also turn to remuneration of employees, as they can achieve a greater effect, which may be short-lived, especially as regards monetary rewards or for a long term. The manager determines for his company the system by which he can reward employees in addition to the basic salary. The prize includes various bonuses, use of official vehicles, insurance payments, or practical rewards. Many times, when motivating, it is not necessary to use only material remuneration, but also immaterial, such as sincere praise for successfully completed tasks, flexible working hours, the possibility of advancement and personal growth, and others. Managers must always have innovative ideas about how employees can motivate, but it is easiest if employees know that they know exactly which prize motivation is at its peak.
Keywords:	motivation, motivational theories, rewarding, material rewarding, intangible remuneration

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