Legal aspects of job and business performance in banking

V magistrskem delu so predstavljeni pravni vidiki nagrajevanja na področju delovne in poslovne uspešnosti zaposlenih v bančništvu. Nagrada se običajno povezuje z uspešno opravljenim delom. V Sloveniji so pravila o nagrajevanju delovne in poslovne uspešnosti bančnih uslužbencev urejena s Kolektivno pogodbo dejavnosti bančništva Slovenije. Ugotovili smo, da bančnemu uslužbencu pripada del plače na podlagi delovne uspešnosti, ki mora biti v skladu z merili, ki jih določa kolektivna pogodba delodajalca. S Kolektivno pogodbo dejavnosti bančništva Slovenije se pri določanju delovne uspešnosti zaposlenega upoštevajo zlasti kakovost dela, količina dela, gospodarnost pri delu in odnos do sodelavcev in strank. V magistrskem delu smo ugotavljali razlike med državami v nagrajevanju delovne in poslovne uspešnosti, in sicer smo Slovenijo primerjali z nekaterimi drugimi državami, kot so Norveška, Švedska in Velika Britanija. Razlike se kažejo predvsem v strožjih pravilih navedenih držav pri izplačilu bonusa in drugih dodatnih ugodnosti, ki se izplačujejo v sektorju finančnih storitev. Ta pravila so navedene države zasnovale zaradi varovanja finančne stabilnosti bančnega sistema in so bila uvedena zlasti zaradi gospodarske krize. Podobnost Slovenije z drugimi državami smo ugotovili v strategiji tržne usmerjenosti, kjer je skupni cilj delovna uspešnost zaposlenih v bančnem sektorju.This Master\u27s thesis presents the legal aspects of employee and business performance bonus in the banking sector. The reward is usually associated with successful performance. In Slovenia, the rules for bank employee bonuses are regulated by the Collective agreement on the Slovenian banking sector. We have established that bank employees are entitled to a part of their salary based on their performance, which must comply with the criteria set out in the employer\u27s collective agreement. According to the Collective agreement on the Slovenian banking sector, the quality, quantity, and efficiency of work, along with the attitude towards colleagues and customers, are considered in determining the employee\u27s performance. In the Master\u27s thesis, we identified the differences between countries in rewarding employee performance. We have compared Slovenia with countries such as Norway, Sweden, and the United Kingdom, noting that their main differences are stricter rules on bonuses and other benefits in the sector of financial services. These rules, introduced in particular due to the economic crisis, were designed by the countries to safeguard the banking system\u27s financial stability. Slovenia is similar to other countries in its market orientation strategy, where the common objective is the performance of employees in the banking sector