Ozadje in izvirnost: Dobro počutje na delovnem mestu predstavlja pozitivne in povezovalne koncepte ter zajema več dejavnikov, kateri pomembno prispevajo k zdravju in kakovostnemu življenju ...zaposlenih. Namen raziskave je opredeliti dimenzije dobrega počutja na delovnem mestu na podlagi pregleda stališč različnih avtorjev, pri tem identificirati dejavnike s pozitivnim in dejavnike z negativnim vplivom na dobro počutje zaposlenih ter z njimi povezane posledice za organizacijo. Metoda: Raziskava temelji na sistematičnem pregledu obstoječe literature. Iskanje je bilo omejeno na iskalno bazo SpringerLink. Na podlagi postavljenih raziskovalnih vprašanj smo določili ključne besede in časovni okvir iskanja, ki je zajemal znanstvene in strokovne članke odprtega tipa, objavljene med leti 2010 in 2022. Iskalni niz je ponudil 123 takih člankov. V nadaljnjo obravnavo smo vključili članke, v katerih različni avtorji prikazujejo vidike in dejavnike vpliva na dobro počutje. Kriterijem je ustrezalo 37 člankov. Rezultate glavnih ugotovitev smo prikazali v tabelah. Rezultati: Zaznani dejavniki, ki pozitivno vplivajo na dobro počutje zaposlenih so avtonomija in visok nadzor nad lastnim delom, intervencija kovčinga, fleksibilno delo, intervencija obvladovanja tveganj povezanih z utrujenostjo, podpora vodstva, intervencije pozitivne psihologije, oblikovanje politik zmanjševanja delovnih zahtev, optimizem in pozitivna čustva, dobri medosebni odnosi, povratne informacije in uresničevanje ciljev. Kot glavne dejavnike z negativnim vplivom smo identificirali vedenje nadzornikov, psihosocialna tveganja/delovni stres, nižje ravni informacijske in medosebne pravičnosti, negotovost zaposlitve, slab poklicni ugled in nespoštljivo vedenje. Dejavniki v povezavi z dobrim počutjem zaposlenih, ki kažejo vplive na organizacijo so kadrovska fluktuacija, absentizem, prezentizem, vpliv na produktivnost, predčasna upokojitev, angažiranost zaposlenih in kakovost opravljenega dela. Družba: Članek predstavlja doprinos k razumevanju pomembnosti ustvarjanja zdravih delovnih mest. Z uvajanjem različnih pristopov, ki bazirajo na spodbujanju dobrega počutja zaposlenih na delovnem mestu, se krepi njihovo zadovoljstvo, ki rezultira v večji pripadnosti organizaciji in zavzetosti pri delu ter hkrati prispeva k zmanjševanju absentizma, kot posledice nezadovoljstva pri delu. Ravno tako prispeva k vsesplošni pozitivni naravnanosti, zmanjševanju obsega in intenzitete stresorjev, kar pa bistveno pripomore k boljšemu zdravstvenemu stanju obče populacije. Omejitve/nadaljnje raziskovanje: Raziskava je omejena na pregled obstoječe literature ene izmed elektronskih baz podatkov. V nadaljevanju raziskave bi lahko vključili ostale baze, elemente, ki spodbujajo dobro počutje zaposlenih na delovnem mestu pa dejansko implementirali v določeno organizacijo. S preverjanjem stanja pred in po uvedbi, znotraj določenega časovnega okvirja, bi s tem odprli nove možnosti za ugotavljanje statističnih značilnosti ter uspešnosti same implementacije.
Healthcare workers (HCWs) are often exposed to mistreatment by patients, which has negative effects on both staff and institutions. To take appropriate action to help HCWs in this context, ...patient-related social stressors (PSS) should be explored. The purpose of the research was to identify the most pronounced patient behaviour contributing to the social stress (SS) of HCWs, and compare PSS between different HCWs and different types of healthcare institutions.
750 HCWs from Slovenian public health centres and hospitals participated in the online survey. Although the non-probability sampling was used, the sample was representative according to gender and HCW type (doctors, nurses and other HCWs).
The results show that the most pronounced patient behaviour contributing to the SS of HCWs are attitudes and behaviour of patients that are challenging in terms of what is - from the HCWs' point of view - considered as acceptable and reasonable (disproportionate patient expectations), and unpleasant, humourless, and hostile patients. HCWs in primary institutions meet less verbally aggressive and unpleasant patients than in tertiary ones. Although among all HCWs less educated ones are more exposed to inappropriate behaviour, doctors are those HCWs who experience more inappropriate behaviour.
Managers should enable HCWs to get comprehensive patient service training, oriented towards improving relationship management and patient-HCW relationships.
Increasing longevity raised the prospect of a workplace for ageing workers. Previous studies reveal that work ability decreases with age, even among the healthy, and decreased significantly with age ...among women. The aim of the study is to examine the perception of work ability of public sector employees aged 55 years and older and gender differences in three European countries.
A prospective longitudinal study design and standardized "Work Ability Index" (WAI) were used. This study analysed the relationship between ageing, gender, and perceived work ability among 1653 employees aged 45.06±10.90 years (562 men and 1091 women) from Spain, Bosnia and Herzegovina and Monte Negro. The research was conducted in 2018.
Older employees had a better WAI than their younger colleagues (P<0.001). The lowest prevalence rate 20% of excellent WAI was between 35 and 44 years of age. The reduction of WAI in Bosnia and Herzegovina was huge 68%, compared with 30% in Monte Negro (more than 2 times) and 14% in Spain (almost 5 times more).
Gender and age was not protector and predictor of excellent or reduced work ability. Work ability did not decrease with age among women and men, public sector employees. Work ability depends of health and safety, promotion and preventive activities at the workplace.
Research in cognitive science over the last 30 years shows much of what we know about culture in the business world is based on myth, wishful thinking, outdated science, or is just plain wrong. This ...is why culture shaping and change programs in organizations often amount to little more than sloganeering with minimal impact on the lived experience of employees.
This book bridges the gap between the latest research on cognitive science and culture, providing a valuable guide for change leaders, CEOs, and practitioners on how to sustainably work with and change this important resource. It answers many of the major questions that have plagued culture work, such as:
Why so many CEOs and management consultants preach culture change when so few culture interventions actually succeed
Why CEOs persist in believing "culture starts at the top" when virtually no research in anthropology supports that claim
Why most culture shaping approaches have no answer for how to effect culture in global companies
Why culture doesn't cause us to do anything, yet we persist in believing that somehow it does
Why so many culture-shaping projects focus on corporate values despite the fact modern science shows why changing personal values is exceedingly difficult
What we are learning about culture from the last 30 years of cognitive science gives us the foundation for far more impactful and sustainable interventions than have been possible to date. This book explains why, showing how everyday business practices well beyond HR are key to culture change. Why? Because the brain's synaptic plasticity can only be altered through new, sustained and widespread organizational habits and routines. This groundbreaking, practical guide will show you finally how to realize the full power of culture as a transformational, empowering and competitive resource.
Bjelovarsko-bilogorska županija, jedna o dvadeset županija u Republici Hrvatskoj, ustrojena je 1992. Autor sažeto, u povijesnom pristupu, prikazuje početke osnovnog školstva na području županije ...prema školskim područjima: bjelovarsko, čazmansko, garešničko, daruvarsko i grubišnopoljsko. Predmet je empirijskog istraživanja stanje i razvoj osnovnog školstva od 1992./93. do 2016./17. na uzorku od 26 osnovnih škola.
Cilj istraživanja bio je prikazati podatke o tri veće teme a to su: organiziranost mreže osnovnih škola, učenici i zaposlenici.
Podatci pokazuju da je u proučavanom razdoblju od 25 godina u osnovnim školama manje 4.574 učenika, a podatci ukazuju i na daljnje smanjivanje broja učenika, što je sukladno postojećim demografskim kretanjima. Osim toga, učenici postižu sve bolji opći uspjeh, a na ponavljanje razreda upućeno je 2016./17. školske godine 0,5 % učenika, što može upućivati na ostvarivanje pedagoške ideje škola uspjeha za sve. Uočena je tendencija povećanog zapošljavanja kao posljedica, u većini slučajeva, provedbe zakonskih propisa. U perspektivi će trebati donijeti novu mrežu osnovnih škola i empirijskim istraživanjima utvrditi čimbenike (školske i obiteljske) koji uvjetuju školski uspjeh te nastaviti popunjavati stručno-pedagoške službe u školama nedostatnim stručnim suradnicima jer se povećava broj učenika s teškoćama u razvoju.
Racionalno angažovanje, usmjeravanje i razvoj, motivisanje i nagrađivanje, unapređenje organizacijske efikasnosti i poslovanja teško se može ostvariti ukoliko se ne vrši ocjenjivanje kvaliteta rada ...zaposlenih. U literaturi o manadžmentu ova tehnika je poznata pod nazivom 'procjena performansi zaposlenih'. Performansa ili učinak može biti bilo neki mjerljiv rezultat koji je ostvaren, bilo ponašanje ili lične karakteristike neophodne za obavljanje određene aktivnosti u definisanom periodu. U poslednje vrijeme razvija se poseban menadžerski pristup - 'upravljanje uspješnošću' (Performance Management) sa ciljem da se procjena performansi i upotreba rezultata procjene u rukovođenju, čiji je cilj unapređenje performansi - uspješnosti zaposlenih, integrišu. S obzirom na to da je procjena performansi zaposlenog najčešće rezultat subjektivnog suda procjenjivača o kvalitetu njegovog rada, mora se voditi računa o mogućim greškama koje karakterišu takav način prosuđivanja. Postoji više tipova grešaka koje procjenjivači mogu počiniti prilikom procesa procjene performansi zaposlenih, a u ovom radu prikazan je pristup identifikaciji i umanjenju distribucijskih grešaka procjenjivača, kao najrasprostranjenijih u organizacijama sa većim brojem zaposlenih. / It is difficult to achieve rational engagement, directing and developing, motivating, rewarding, and improving organizational efficiency, without the evaluation of the quality of job performance of employees. In management literature, this technique is known as 'employee performance evaluation'. Performance or productivity may be either a measurable result that has been achieved, or behaviour or personal characteristics necessary for performing certain activities in a defined period of time. Recently, a special management approach 'performance management' has been developed, in order to integrate the performance evaluation and the use of assessment results in management, aimed at improving performance. Since the employee performance evaluation is most often the result of subjective judgment of an evaluator about the quality of his/her work, one has to take into account possible errors that characterize such a way of judging. There are several types of errors that an evaluator can commit during the performance evaluation process, and in this paper, an approach to the identification and reduction of distribution errors of evaluators, most widely spread in organizations with a large number of employees, has been presented.
Avtor želi v tem prispevku ugotoviti razlike v odnosu do inovativnosti med birokratskimi in nebirokratskimi hotelskimi organizacijami. Kot birokratske organizacije označi tiste, ki so uvedle ...standarde. Ločeno želi ugotoviti še, ali birokratske organizacije zaposlujejo bolj izobraženo delovno silo ali ne. V ta namen najprej opredeli osnovno terminologijo: hotelirstvo, inovativnost, birokracija in znanje na splošno ter v turizmu in hotelirstvu. Poudari, da se tudi vlada zaveda pomena inovativnosti v hotelirstvu (turizmu), zato izvaja številne ukrepe. V empiričnem delu s statističnimi metodami, kot sta deskriptivna analiza in Bonferronijev test, ugotovi, da statistično značilnih razlik med birokratskimi in nebirokratskimi hotelskimi organizacijami ni. To velja tako za inovativnost kot za izobrazbo zaposlenih. S tem avtor na podlagi znanstvenih metod ovrže pogosto napačno mnenje o vplivu birokracije na inovativnost.
PDF
