20.500.12556/RUL-103658 Primerjava kadrovskih praks profitnih in neprofitnih podjetij The comparison of HRM practices in profit and non-profit organizations V tej diplomski nalogi sem primerjal kadrovsko prakso profitnih in neprofitnih podjetij ter skušal najti razlike in podobnosti v zaposlovanju v neprofitnem in profitnem sektorju ter kot raziskovalno metodo uporabil strukturirani intervju. Vprašanja so se nanašala na kadrovski postopek, t.j. določanje kadrovskih potreb, pridobivanje in izbira, stopnja in oblika neformalnega kadrovanja, prisotnost in potek uvajanja, sodelovanje z izobraževalnimi ustanovami, motiviranje in ocenjevanje delovne uspešnosti ter prisotnost in stopnja strateškega kadrovanja. V raziskavi sem ugotovil, da kar se tiče kadrovske filozofije in namena kadrovanja, se profitna in neprofitna podjetja skoraj ne razlikujejo med seboj, saj skušajo oboji na najbolj ekonomičen način pridobiti najboljši možen kader. Razlike se kažejo predvsem na področju motiviranja in nagrajevanja, saj so neprofitne organizacije na tem pordočju izjemno omejene, tudi zakonsko. Podobnosti v kadrovanju profitnih in neprofitnih organizacij je več kot razlik, predvsem pa se kažejo na področju neobstoja neformalnega kadrovanja (izjema je Spina, d.o.o) ter prisotnosti vsaj ene oblike uvajanja in spoznavanja z delom in organizacijo. In this thesis I was trying to compare HRM practices between profit and non-profit organizations by exposing similarities and differences between the two. As my research method I used a structured interview. The research questions refered to the HRM procedure, that is establishing your personnel needs, the gaining and assortment of applicants, informal HRM levels, training, cooperation with educationas institutions, motivation, work assessment and the presence of strategic management. Through my research I have learned that the basic HRM philosophy, which is obtaining the best possible personnel at the lowest cost, is rpevelent throughout the developed world. The part which differentiates profit from non-profit organoizations is motivating and rewarding employees since the latter are (also legally) restricted to additionally reimburse their top employees. Generally there are more similarities then differences, most of which pretain to the non-existance of any form of informal HRM (with one exception, Spina d.o.o.) and at least one form of on-the-job training. neprofitna organizacija profitna organizacija človeški viri non-profit organization profit organization human resource management true false false Slovenski jezik Angleški jezik Diplomsko delo/naloga 2018-09-21 07:45:20 2018-09-21 07:45:22 2022-08-16 03:43:30 0000-00-00 00:00:00 2018 0 0 0000-00-00 NiDoloceno NiDoloceno NiDoloceno 0000-00-00 0000-00-00 0000-00-00 1970-01-01 99709 35928925 571.pdf 571.pdf 1 FDD2C75FBEA84A1D6E9C3FD51C4A98C1 dc09a661ff8e61549fecfb5e9c8ac13635ed37d0f91880db37e8805420e2da88 de7d9ec7-a1b5-11eb-a523-00155dcfd717 https://repozitorij.uni-lj.si/Dokument.php?lang=slv&id=114124 Fakulteta za družbene vede 0 0 0