Analiza o zadovoljstvu i motivaciji zaposlenih materijalnim i nematerijalnim motivacionim faktorima

In order to achieve a successful business, every organization must find the optimal combination of material and immaterial incentives for their employees. The employee satisfaction stems not only from the material incentives, but also from a wide variety of intangible factors. The aim of paper is to present the results of research which sought to discover what are the segments where the employees work more or less satisfied, and to find out whether there is a relationship between the variables: age, sex, education, position in the firm, total years of service, working internship at the company where respondent currently works, how to regulate the employment relationship, the average daily time spent at work, with variables gathered at the different factors of job satisfaction, such as physical working conditions, interpersonal relationships, leadership, professional development, material incentives, work, labour organization and job security. Research on satisfaction and motivation of employees was conducted in late 2011 on a sample of 400 respondents in the various domestic companies, and the feedback received from 266 respondents.Kako bi uspešno poslovala, svakа organizacija mora da pronađe optimalnu kombinaciju materijalnih i nematerijalnih podsticaja za svoje zaposlene. Naime zadovoljstvo zaposlenih proističe ne samo iz materijalnih podsticaja, nego i iz široke lepeze nematerijalnih faktora. Cilj rada je da prikaže rezultate istraživanja kojima se nastojalo otkriti koji su to segmenti posla kojima su zaposleni više, odnosno manje zadovoljni, te da se otkrije da li postoji povezanost između varijabli: uzrast, pol, obrazovanje, pozicija u firmi, ukupni staž, radni staž u kompaniji u kojoj ispitanik trenutno radi, način regulisanja radnog odnosa, prosečno dnevno provedeno vreme na radnom mestu, sa varijablama okupljenim oko različitih faktora zadovoljstva poslom, kao što su: fizički uslovi za rad, međuljudski odnosi, rukovođenje, profesionalni razvoj, materijalni podsticaji, posao, organizacija rada, kao i sigurnost zaposlenja. Istraživanje o zadovoljstvu i motivaciji zaposlenih je sprovedeno krajem 2011 godine na uzorku od 400 ispitanika, u razlilčitim domaćim kompanijama, a povratna informacija je dobijena od 266 anketiranih ispitanika

The Sports Offer - The Core Part of the Sport Organization's Marketing Program

The sports offer (product), as a central part of the sports organizations, i.e. clubs or athletes - individuals, as a marketing program, can be considered through five of its levels, depending on the hierarchy of value for interested parties (visitors, media, advertisers, sponsors, sports agents, and the like.). These five levels are: sport experience, sport events, sports scores, the image of sports organizations and sport individuals (sportsman) and sports brand. The sports offer must be of high quality in order to attract interested parties, and increasing the popularity of the sports offer is done through numerous marketing activities

The Influence of Innovation on the Enterprise Competitiveness

Research subject of this paper is the establishment of innovations as a factor of competitiveness and the realization of company’s market share, bearing in mind that the size of market share cannot be defined once and for all, as well as that competition is going through constant changes. Research objective of this paper is to define innovations as the crucial factor for increasing company’s market share and its competitiveness in the long run. Research was carried out in 2016 based on a specially designed questionnaire on a sample of 100 organizations in the territory of Serbia. There were 96 returned and validly filled out questionnaires that were taken into consideration during data processing. Methods used in this research are hypothetic-deductive, analytic-deductive and comparative methods, historical and statistical-descriptive methods and finally methods of comparative statistics (χ2 test, ANOVA). In key results of the research it is confirmed that the innovation of the organisation and innovative activities of its employees influence the increase of its market share and competitiveness, with significant differences of the values depending on the organisation size, years of operating, level and different kind of industry the organisation operates in. Paper contribution can be seen in support of organization’s innovativeness and competitiveness as the function of business success, the linkages between innovative capacity, innovativeness and business. Positive results support also the greater investments into new and innovative projects of business subjects, from innovations of products, technology and material, organization and methods of management, to market innovations

Employee motivation

Nowadays the employee motivation represent a significant segment of work and business, both of an individual and of an organization. The environment is changing, and organizations need to introduce innovations in business. Every change carries some risk, because the employees have to adapt, change their habits, and undertake further education. This survey was conducted in a hotel, with an attempt to find the answers as to whether employees take part in the improvement of the offer and whether the motivation is one of the reasons for insufficient involvement of employees. It also sought to determine whether the organization was investing in the employees’ education and advanced training, as a form of motivation. The results showed a significant difference in the answers to the questions about the employees’ training given by the management and those given by the employees of the company

Ocena faktora konkurentnosti i inovativnosti u cilju ostvarivanja tržišnog učešća

Poslovanje u savremenim uslovima karakteriše veliki broj ponuđača proizvoda i/ili usluga koji mogu da zadovolje potrebe na isti ili sličan način. Iz tog razloga svaka organizacija mora stalno da prati konkurentnost na tržištu, uvodi inovacije, kako bi zadržala postojeća ili eventualno osvojila nova tržišta. Sprovedeno istraživanje imalo je za cilj da oceni faktore koji su od značaja za ostvarivanje konkurentske prednosti, podizanje inovativnih aktivnosti i faktore od značaja za ulazak i osvajanje novog tržišta, kao i da utvrdi korelaciju tih faktora sa različitim karakteristikama organizacija (veličina, nivo i dužina poslovanja). Rezultati su pokazali da se u organizacijama za postizanje konkurentske prednosti marketing prepoznaje kao najznačajniji faktor, dok je inovativna aktivnost imitatorskog karaktera, a potrošači, njihovi zahtevi i potrebe, zanemareni

The concept of fashion marketing as an instrument of reducing tensions between designers and marketing experts in fashion companies

Tensions between designers and marketing experts in fashion companies are created largely because the design values are opposing to the values of marketing. Among other things, a better understanding of the concept of fashion marketing, which is based on equal respect for design, customers and profits of fashion companies, contributes to the reduction of misunderstanding. It has been confirmed by research carried out in the countries of the Western Balkan

Relacije konkurentnosti i održivosti razvoja

Poslovanje privrednih subjekata na tržištu odvija se u uslovima u kojima u isto vreme postoji veliki broj ponuđača istih ili sličnih proizvoda/usluga. To je razlog zbog kojeg organizacije nastoje da budu različite u odnosu na druge, odnosno da ostvare određenu konkurentsku prednost. U ovom nastojanju da se bude bolji od drugih na tržištu, često se zanemaruje održivi razvoj koji omogućava zadovoljavanje potreba sadašnjih generacija, ali bez ugrožavanja potreba u budućnosti. Ulaganje u konkurentnost organizacije jeste ključ njenog poslovnog uspeha, pri čemu jedan od osnovnih koncepata ekonomike resursa i životne sredine jeste koncept održivosti ili održivog razvoja. Ovaj koncept danas zauzima centralno mesto dugoročne perspektive opstanka i napretka čovečanstva. Mora se naglasiti da neodrživo korišćenje resursa najviše pogađa najsiromašnije, s obzirom da u borbi za razvoj često ne biraju sredstva za napredak pa zanemaruju održivost. Ostvarivanje konkurentske prednosti podrazumeva ostvarivanje poslovne dobiti, ali kompanije moraju da promovišu strategiju društvene odgovornosti kao odgovor na različite ekonomske i društvene pritiske, bez obzira koliko to smanjuje njihovu poslovnu dobit

Hull-White’s value at risk model: case study of Baltic equities market

Analysis of the applicability of the Hull and White (FHS) model on the Baltic equities market has not been the subject of significant research, especially not in the context of meeting the Basel Committee backtesting rules. The paper discusses the applicability of different variants of this model, in order to answer the question whether any variants (and which of them) of the model can be used in these markets in the context of the Basel II and III standards. The survey results show that 1) there isn't an optimal variant of this model, but that risk managers have to keep in mind stylized facts of financial returns when they specify the FHS model; 2) according to different criteria of the validity of the model (Basel II and III standards) different variants of models are differently ranked, which suggests that selection of a suitable model implies the use of a large number of different criteria, the model validity and loss function, especially those who take care of the size of tail loss and ES

Analiza o zadovoljstvu i motivaciji zaposlenih materijalnim i nematerijalnim motivacionim faktorima

In order to achieve a successful business, every organization must find the optimal combination of material and immaterial incentives for their employees. The employee satisfaction stems not only from the material incentives, but also from a wide variety of intangible factors. The aim of paper is to present the results of research which sought to discover what are the segments where the employees work more or less satisfied, and to find out whether there is a relationship between the variables: age, sex, education, position in the firm, total years of service, working internship at the company where respondent currently works, how to regulate the employment relationship, the average daily time spent at work, with variables gathered at the different factors of job satisfaction, such as physical working conditions, interpersonal relationships, leadership, professional development, material incentives, work, labour organization and job security. Research on satisfaction and motivation of employees was conducted in late 2011 on a sample of 400 respondents in the various domestic companies, and the feedback received from 266 respondents.Kako bi uspešno poslovala, svakа organizacija mora da pronađe optimalnu kombinaciju materijalnih i nematerijalnih podsticaja za svoje zaposlene. Naime zadovoljstvo zaposlenih proističe ne samo iz materijalnih podsticaja, nego i iz široke lepeze nematerijalnih faktora. Cilj rada je da prikaže rezultate istraživanja kojima se nastojalo otkriti koji su to segmenti posla kojima su zaposleni više, odnosno manje zadovoljni, te da se otkrije da li postoji povezanost između varijabli: uzrast, pol, obrazovanje, pozicija u firmi, ukupni staž, radni staž u kompaniji u kojoj ispitanik trenutno radi, način regulisanja radnog odnosa, prosečno dnevno provedeno vreme na radnom mestu, sa varijablama okupljenim oko različitih faktora zadovoljstva poslom, kao što su: fizički uslovi za rad, međuljudski odnosi, rukovođenje, profesionalni razvoj, materijalni podsticaji, posao, organizacija rada, kao i sigurnost zaposlenja. Istraživanje o zadovoljstvu i motivaciji zaposlenih je sprovedeno krajem 2011 godine na uzorku od 400 ispitanika, u razlilčitim domaćim kompanijama, a povratna informacija je dobijena od 266 anketiranih ispitanika

Assessment of employees competences carried out by different management levels

The success of any organization depends on the human resources, their knowledge and skills, and their competencies. Competenceis are developed for the needs of business and the organization in which the individual is working. The aim of the study was to determine how the managers of different levels judge competencies of their employees. The results showed that managers value the most employees eager to learn something new in order to improve knowledge and skills, while the least valued competence is planning and verification of the task before relalization in all of its stages. The results also showed that managers of different levels variously estimate certain competence of their employees