20.500.12556/RUL-186049 Skrb za duševno zdravje zaposlenih v podjetju Primark Taking care of the mental health of Primark employees V svoji nalogi sem primerjala dve ločeno izvedeni raziskavi. Prva je bila izvedena z asistenti v prodaji, kjer sem raziskovala predvsem njihove izkušnje in pogled na podporo, ki jo podjetje zagotavlja v zvezi z duševnim zdravjem. Drugo sem izvedla z menedžerji v podjetju, kjer sem želela izvedeti njihov pogled na vpliv in vključenost, kot ju zaznavajo sami. Posebna pozornost je bila namenjena dejavnikom organizacijske dinamike, kot so urniki, delovne obremenitve, odnosi v kolektivu, komunikacija in način vodenja. Raziskava je bila kvalitativna in eksplorativna. Podatki so bili zbrani s polstrukturiranimi intervjuji s štirimi asistenti v prodaji in štirimi menedžerji, zaposlenimi v podjetju Primark Slovenija. Zbrano gradivo je bilo analizirano z odprtim in osnim kodiranjem, na podlagi katerega so bile oblikovane glavne teme: prejeta podpora, želena podpora, samopomoč, vloga menedžerja, podpora zaposlenim, ravnanje zaposlenih, dejavniki in formalni programi. Rezultati kažejo, da zaposleni podporo menedžerjev doživljajo kot pomembno, vendar pogosto neenotno in premalo sistematično. Največ podpore zaznavajo skozi neposreden odnos z vodjo, pogovor, dostopnost, razumevanje in občutek slišanosti. Formalni programi podpore, kot so Spark, Let’s Talk in Speak Up, so prepoznani kot potencialno koristni, vendar jih zaposleni pogosto ne poznajo dovolj ali jih ne uporabljajo. Menedžerji svojo vlogo razumejo kot pomembno in neposredno, vendar poudarjajo, da niso strokovnjaki za duševno zdravje in da bi za učinkovitejšo podporo potrebovali več izobraževanj, smernic in organizacijske podpore. Primerjava rezultatov kaže, da se zaposleni in menedžerji ujemajo v pomenu komunikacije, zaupanja, osebnega pristopa in podpore v timu. Razlikujejo pa se v doživljanju doslednosti podpore: zaposleni jo pogosto zaznavajo kot odvisno od posameznega vodje, menedžerji pa jo razumejo kot del svoje vsakodnevne vloge. Raziskava potrjuje, da duševno zdravje zaposlenih ni le individualna odgovornost posameznika, temveč je tesno povezano z organizacijo dela, kakovostjo odnosov, jasnostjo komunikacije in dostopnostjo pomoči. Ključna ugotovitev je, da morajo biti formalni programi podpore jasneje predstavljeni, bolj dostopni in povezani z vsakodnevno podporo vodij ter varno organizacijsko kulturo. V tem kontekstu se kot pomembna možnost izkaže tudi socialno delo v delovnem okolju, saj lahko dopolnjuje menedžment, kadrovsko službo in formalne programe pomoči. Socialni delavec bi lahko deloval kot povezovalni člen med zaposlenimi, vodji, kadrovsko službo in zunanjimi strokovnimi oblikami pomoči. Njegova vloga bi bila pomembna predvsem pri začetni podpori zaposlenim, razumevanju njihovih stisk, usmerjanju k ustreznim virom pomoči, reševanju konfliktov ter oblikovanju bolj podporne organizacijske kulture. In my work, I compared two separately conducted studies. The first involved sales assistants, where I primarily explored their experiences and views regarding the support provided by the company in relation to mental health. The second involved managers in the company, where I aimed to examine their perspectives on influence and involvement as they perceive them. Particular attention was given to factors of organisational dynamics, such as work schedules, workloads, team relationships, communication, and leadership style. The research was qualitative and exploratory. Data were collected through semi-structured interviews with four sales assistants and four managers employed at Primark Slovenia. The material was analysed using open and axial coding, on the basis of which the main themes were identified: received support, desired support, self-help, the role of the manager, employee support, employee behaviour, factors, and formal programmes. The results show that employees perceive managerial support as important, but often inconsistent and insufficiently systematic. They experience the greatest support through a direct relationship with the manager, conversation, accessibility, understanding, and the feeling of being heard. Formal support programmes, such as Spark, Let’s Talk, and Speak Up, are recognised as potentially useful; however, employees often do not know them well enough or do not use them. Managers understand their role as important and direct, but emphasise that they are not mental health professionals and that, for more effective support, they would need more training, guidelines, and organisational support. The comparison of the results shows that employees and managers agree on the importance of communication, trust, a personal approach, and support within the team. However, they differ in their perception of the consistency of support: employees often perceive it as dependent on the individual manager, while managers see it as part of their everyday role. The research confirms that employees’ mental health is not only an individual responsibility, but is closely connected to the organisation of work, the quality of relationships, the clarity of communication, and the accessibility of support. The key finding is that formal support programmes need to be presented more clearly, made more accessible, and integrated with the everyday support of managers and a safe organisational culture. In this context, occupational social work also emerges as an important possibility, as it can complement management, the human resources department, and formal support programmes. A social worker could act as a link between employees, managers, the human resources department, and external professional forms of support. Their role would be particularly important in providing initial support to employees, understanding their distress, directing them to appropriate sources of help, resolving conflicts, and creating a more supportive organisational culture. duševno zdravje zaposleni menedžerji Primark formalni programi podpore socialno delo Mental Health Employees Managers Primark Formal Support Programmes Social Work true false false Slovenski jezik Angleški jezik Diplomsko delo/naloga 2026-08-26 09:02:22 2026-08-26 09:02:26 2026-08-27 04:35:43 0000-00-00 00:00:00 2026 0 0 0000-00-00 NiDoloceno NiDoloceno NiDoloceno 0000-00-00 0000-00-00 0000-00-00 1970-01-01 57548 20641.pdf 20641.pdf 1 B16D6B432E65200C2D4002988F24A200 9205989a9d7d937671c4de7db40c487c4cd412b253ff47536145a31481d77f65 aed16663-a11b-11f1-9b0d-0050569b8976 https://repozitorij.uni-lj.si/Dokument.php?lang=slv&id=245100 Fakulteta za socialno delo 0 0 0