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master's thesis
Politike nagrađivanja zaposlenika na primjeru tvrtke Adeo d.o.o.
Diplomski rad
Osijek: Josip Juraj Strossmayer University of Osijek, Faculty of Economics in Osijek, 2020. urn:nbn:hr:145:608185
Đurinac, Marija
Josip Juraj Strossmayer University of Osijek
Faculty of Economics and Business in Osijek
Chair of Finance and Accounting

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Cite this document

Đurinac, M. (2020). Politike nagrađivanja zaposlenika na primjeru tvrtke Adeo d.o.o. : Diplomski rad (Master's thesis). Osijek: Josip Juraj Strossmayer University of Osijek, Faculty of Economics and Business in Osijek. Retrieved from https://urn.nsk.hr/urn:nbn:hr:145:608185

Đurinac, Marija. "Politike nagrađivanja zaposlenika na primjeru tvrtke Adeo d.o.o. : Diplomski rad." Master's thesis, Josip Juraj Strossmayer University of Osijek, Faculty of Economics and Business in Osijek, 2020. https://urn.nsk.hr/urn:nbn:hr:145:608185

Đurinac, Marija. "Politike nagrađivanja zaposlenika na primjeru tvrtke Adeo d.o.o. : Diplomski rad." Master's thesis, Josip Juraj Strossmayer University of Osijek, Faculty of Economics and Business in Osijek, 2020. https://urn.nsk.hr/urn:nbn:hr:145:608185

Đurinac, M. (2020). 'Politike nagrađivanja zaposlenika na primjeru tvrtke Adeo d.o.o. : Diplomski rad', Master's thesis, Josip Juraj Strossmayer University of Osijek, Faculty of Economics and Business in Osijek, accessed 11 June 2024, https://urn.nsk.hr/urn:nbn:hr:145:608185

Đurinac M. Politike nagrađivanja zaposlenika na primjeru tvrtke Adeo d.o.o. : Diplomski rad [Master's thesis]. Osijek: Josip Juraj Strossmayer University of Osijek, Faculty of Economics and Business in Osijek; 2020 [cited 2024 June 11] Available at: https://urn.nsk.hr/urn:nbn:hr:145:608185

M. Đurinac, "Politike nagrađivanja zaposlenika na primjeru tvrtke Adeo d.o.o. : Diplomski rad", Master's thesis, Josip Juraj Strossmayer University of Osijek, Faculty of Economics and Business in Osijek, Osijek, 2020. Available at: https://urn.nsk.hr/urn:nbn:hr:145:608185

Metadata
TitlePolitike nagrađivanja zaposlenika na primjeru tvrtke Adeo d.o.o. : Diplomski rad
Title (english)Employee remuneration policies on the example of Adeo d.o.o. : Graduate paper
AuthorMarija Đurinac
MentorDomagoj Karačić (mentor)
Committee memberBranimir Marković (predsjednik povjerenstva)
Committee memberJerko Glavaš (član povjerenstva)
Committee memberDomagoj Karačić (član povjerenstva)
GranterJosip Juraj Strossmayer University of Osijek
Faculty of Economics and Business in Osijek
(Chair of Finance and Accounting)
Osijek
Defense date and country2020-07-10, Croatia
Scientific / art field,
discipline and subdiscipline		SOCIAL SCIENCES
Economics
Organization and Management
Abstract
Organizacije postaju sve svjesnije uloge i potrebe za kvalitetnim zaposlenicima kao glavnim resursom u borbi protiv sve veće konkurencije. Imajući to na umu, organizacije osnivaju politike i razvijaju modele nagrađivanja zaposlenika. Kvalitetan sustav nagrađivanja povećava i motivaciju zaposlenih. Kako bi sustav motiviranja bio održiv od značajne je važnosti praćenje zaposlenikovih potreba i preferencija. Iz tog razloga, svaka organizacija mora oblikovati sustav nagrađivanja koja obuhvaća i materijalne i nematerijalne nagrade. Organizacije nagrađivanje zaposlenika temelje na sustavu koji vrednuje ponašanja koja idu na dobrobit same organizacije. Nagrađivanje zaposlenika temelji se na dva osnove oblika nagrada: materijalne i nematerijalne nagrade. Politiku dobrih međuljudskih odnosa moraju pratiti privlačne nadnice i poticajne plaće, jer su plaće i motivacija usko vezane, to znači da svaki zaposlenik treba biti adekvatno plaćen, tj. plaćen prema zasluzi. Osim plaće, zaposlenikov rad može se vrednovati i različitim dodacima na plaću (bonus, stimulans). Pod pojmom nematerijalnih poticaja, odnosno nefinancijskih nagrada, misli se prvenstveno na razna priznanja, mogućnosti za razvojem, usavršavanjem, obukom itd. Glavni cilj uspješnog sustava motivacije i nagrađivanja zaposlenika treba biti poticanje na proaktivno djelovanje u ostarivanju ciljeva tvrtke, a ono što zaposlenike motivira jest osjećaj da se njihov rad cijeni i vrednuje.
Abstract (english)
Organizations are becoming increasingly aware of the role and need for quality employees as a major resource in the fight against increasing competition. Organizations establish policies and develop employee reward models. A quality reward system also increases employee motivation. For the company to have a sustainable system of motivation, it is important to monitor the needs and preferences of employees. That is why every organization needs to develop a reward strategy that includes both tangible and intangible rewards. Organizations reward employees based on a system that values behaviors that benefit the organization itself. Employee rewards include two basic types of rewards: tangible and intangible incentives. The policy of good interpersonal relations must be accompanied by attractive wages and incentive salaries, because salaries and motivation are linked, which means that every employee should be adequately paid, ie paid according to merit. In addition to the salary, the employee's work can be evaluated with various salary supplements (bonus, incentive). The term intangible incentives, ie non-financial rewards, refers primarily to various recognitions, opportunities for development, training etc. The main goal of a successful system of employee motivation and reward should be to encourage proactive action in achieving the company's goals, and what motivates employees is the feeling that their work is valued.
Keywords
Keywords (english)
Languagecroatian
URN:NBNurn:nbn:hr:145:608185
Study programmeTitle: Business economy; specializations in: Management
Course: Management
Study programme type: university
Study level: graduate
Academic / professional title: magistar/magistra ekonomije (magistar/magistra ekonomije)
Type of resourceText
File originBorn digital
Access conditionsAccess restricted to students and staff of home institution
Terms of useLicence In copyright icon
Created on2021-01-21 13:28:30