Redni letni razgovor in delovna uspešnost v državni upravi

• Main Author: Urana, Anja
• Other Authors: Jereb, Eva
• Format: Master Thesis
• Language: Slovenian
• Published: 2014
• Subjects: letni razgovor; delovna uspešnost; državna uprava; Direktorat za investicije; nepremičnine in skupne službe državne uprave; annual interview; job performance; public administration; Directorate for Investments; real estate and common services of the state administration; sami
• Online Access: https://dk.um.si/IzpisGradiva.php?id=44195; https://dk.um.si/Dokument.php?id=63328&dn=; https://plus.si.cobiss.net/opac7/bib/7322387?lang=sl

V magistrskem delu je v prvem delu opisana teorija s področja letnih razgovorov in ocenjevanja ter upravljanja delovne uspešnosti. Opisane so definicije letnih razgovorov, značilnosti letnih razgovorov, namen in koristnost, usmeritev ter cilji letnih razgovorov. Poleg omenjenega so v delu opisani tudi pogoji za učinkovito izvedbo letnega razgovora ter morebitne težave, ki so povezane z letnimi razgovori. Opisan je tudi postopek oblikovanja sklepov, sprejetih na letnem razgovoru, analiza uspešnosti letnega razgovora ter obdobje med dvema letnima razgovoroma. V nadaljevanju sledi opis pojmov, povezanih z delovno uspešnostjo, kot so motiviranje, strokovna usposobljenost, kompetence, razvojne zmožnosti, karierna sidra, kariera in napredovanje. Sledi opis upravljanja in ocenjevanja delovne uspešnosti. Poleg omenjenega pa je v delu opisan tudi namen ocenjevanja, metode in tehnike ocenjevanja, predpogoji za učinkovito ocenjevanje delovne uspešnosti ter morebitne napake, ki nastanejo pri ocenjevanju posameznika. V drugem delu magistrskega dela je podrobneje predstavljena državna uprava in pojmi, povezani z njo. Opisan je Direktorat za investicije, nepremičnine in skupne službe državne uprave, njegova dejavnost, postopek izvajanja ter pravne podlage, na osnovi katerih se v direktoratu izvajajo letni razgovori in ocenjuje delovna uspešnost. Na koncu pa je opisana še analiza rezultatov ankete, ki je bila izvedena med zaposlenimi v Direktoratu za investicije, nepremičnine in skupne službe državne uprave. Osnovni namen raziskave je bil prikazati izvajanje letnih razgovorov in upravljanje delovne uspešnosti ter njuno povezanost. S pomočjo rezultatov raziskave sem dobila podrobnejši vpogled v izvajanje letnega razgovora v direktoratu in v ocenjevanje delovne uspešnosti ter na podlagi pridobljenih spoznanj skozi raziskavo dala priporočila za izboljšanje obstoječe prakse. Ugotovila sem, da vodje sami sebe ocenjujejo kot dovolj usposobljene za izvajanje letnega razgovora in ocenjevanje delovne uspešnosti, menijo, da so pri tem dovolj objektivni, da so si vzeli dovolj časa za svoje podrejene ter da dobro poznajo njihove želje in razvojne potrebe. Vodje tudi menijo, da so njihovi zaposleni zadovoljni s podano oceno delovne uspešnosti, medtem ko so se zaposleni z omenjenimi trditvami strinjali v manjši meri. Zaposleni so predvsem mnenja, da vodje ocenjujejo njihove osebne lastnosti, ne pa delovnih rezultatov ter da jim kriteriji ocenjevanja niso dovolj znani. Letne razgovore dojemajo bolj kot obveznost, ne pa kot priložnost za seznanitev vodje s problemom ter za skupno sodelovanje pri odpravljanju napak in težav pri delu. So pa oboji anketirani mnenja, da je učinkovitost in kvaliteta letnih razgovorov odvisna od medsebojnega odnosa, na katerega pa ima vpliv ocena delovne uspešnosti. Tako vodje kot tudi zaposleni so mnenja, da dobra ocena delovne uspešnosti in natančno izvajanje sklepov, sprejetih na letnih razgovorih, vplivajo na nadaljnji razvoj posameznika. V zaključku magistrskega dela pa je prikazan model, ki prikazuje, kako z učinkovitimi in kvalitetno izvedenimi letnimi razgovori izboljšamo delovno uspešnost. The first part of the thesis describes the theory in the field of annual interviews and evaluation, and management performance. The thesis describes the definition of an annual interview, its features, purpose, objectives and goals of the interview. Special emphasis is placed on the conditions of the annual interview and potential problems for its effective implementation. Thesis outlines the process of formulating conclusions, adopted at the annual interview, analysis of annual performance interview and the period between two interviews. This is followed by description of the concepts related to work performance, such as motivation, professional competence, competence development opportunities, career anchors and career advancement. Processes of managing and evaluating success at work are then studied as necessary prerequisites for an effective performance review and any errors that would occur in the evaluation process. The second part of the thesis details the state administration and the concepts associated with it. Focus is put on the Directorate for investments, real estate and common state administration services, its activities, the implementation process and the legal basis under which the Directorate conducted annual interviews and evaluated workers performance. Last part contains a detailed study of the results of my survey, conducted among employees in the Directorate of investment property and common services of the state administration. The primary purpose of the study was to demonstrate the correlation between implementation of the annual interviews and subsequent work performance management. Results of the survey enabled me to formulate a set of guiding principles for conducting a more coherent and effective annual interview. It is my conclusion that managers automatically and with no starting doubts assume their full competence and/or ability to conduct the annual interview and performance review this confidence is largely derived from belief that they know their workers sufficiently, solely because they spend time together working. Managers also automatically assume the worker`s agreement with the fairness of the performance assessment, although the survey indicates the opposite. Namely, the subordinated state that the review criteria is not transparent, leading managers to evaluate mostly character traits and not work performance. Under such conditions a performance review becomes just a chore and not an opportunity to bring up certain problems of the work process to the manager. Both the subordinated and managers agree that the quality of the annual review depends on personal relationships, which is ironically also influenced by the very process of the same review. Both are also unanimous that an effective performance review and effective dealing with the expressed problems of subordinated make a very good cornerstone for future worker development. At the end of my thesis I present a model, confirming positive influence of high-quality annual interviews on workers performance.