MANAGING OLDER EMPLOYEES IN LARGE ENTERPRISES IN SLOVENIA

Magistrsko delo z naslovom Ravnanje s starejšimi zaposlenimi v velikih podjetjih v Sloveniji je sestavljeno iz dveh delov. V prvem delu je opisano teoretično izhodišče, v katerem je predstavljena problematika staranja prebivalstva. Omenjen pojav prinaša veliko posledic − od pomanjkanja delovnega prebivalstva, spreminjanja pogojev upokojevanja, politike zaposlovanja, večjih izdatkov države na področju financiranja pokojnin in zdravstvene oskrbe, kot tudi do sprememb na ravni posameznika ter podjetij. Opredelili smo tudi starejšega delavca, kjer smo izpostavili stopnjo delovne aktivnosti starejših delavcev, njihove lastnosti ter zaposlovanje in pravni okvir zaposlovanja starejših delavcev. V teoretičnem delu smo izpostavili tudi ukrepe, namenjene starejšim delavcem, ki jih uveljavlja Republika Slovenija, in management starostnikov ter vidike upravljanja s starejšimi delavci. V drugem, empiričnem delu magistrskega dela smo predstavili raziskavo, s pomočjo katere smo preučevali ravnanje s starejšimi zaposlenimi v velikih podjetjih v Sloveniji, glede na pogostost izvajanja posameznih vidikov upravljanja s starejšimi delavci. Ugotovili smo, da imajo podjetja največji delež zaposlenih, starih med 30 in 44 let. Najmanjši delež zaposlenih pa predstavljajo zaposleni, stari od 29 let in starejši zaposleni. Rezultati so pokazali, da prevladujejo podjetja, ki zaposlujejo med 5 % in 20 % starejših zaposlenih. Največ starejših zaposlenih ima poklicno ali srednješolsko izobrazbo ali manj. Lastnosti, s katerimi anketirana podjetja opisujejo starejše zaposlene, so: veliko delovnih izkušenj, pripadnost in lojalnost delodajalcu ter delu, modrost in razum ter strokovno znanje. Lastnosti, za katere pa podjetja mislijo, da niso značilne za starejše zaposlene, so: dobro znanje tujih jezikov, visoka produktivnost in visoka motiviranost za učenje. Ugotovili smo tudi, da podjetja v povprečju najbolj pogosto izvajajo ukrepe, ki se nanašajo na analize v podjetju ter prenosu znanja, prerazporeditev starejših in karierni razvojsledijo jim ukrepi, ki se nanašajo na upravljanje z zdravjem na delovnem mestu in izobraževanje ter usposabljanje v podjetju. Povprečno najmanj pogosto pa sodelujoča podjetja v raziskavi izvajajo ukrepe, ki se nanašajo na reorganizacijo delovnega postopka, prožni delovni čas in kulturo ter odnos v podjetju.The Master’s thesis, titled Management of older human resources in larger companies in Slovenia, consists of two parts. The first part describes the theoretical origin, where the issue of population aging is presented. This phenomenon has several consequences, reaching from the lack of active population, alteration of the conditions for retirement, employment policy, larger state expenditures for the financing of pensions and health care to changes at the level of the individual or company. We also defined the concept of the older worker, where we emphasized the level of performance of older workers, their characteristics and employment features and the legal aspects of the employment of older workers. In the theoretical part we also emphasized measures in favour of older workers, executed by the Republic of Slovenia, the management of the elderly and views on the management of older human resources. In the second, empirical part of the thesis we presented the research with which we analysed the management of older human resources in larger companies in Slovenia regarding the execution frequency of individual approaches of older human resources management. We found that the majority of employees in companies are aged from 33 to 44 years. The lowest rate of employees represent employees, aged up to 29 years and older employees. The results showed that companies, that are employing from 5 to 20% of older employees, prevail. The majority of employees have a vocational or secondary education or bellow. The questioned companies describe older employees with the following characteristics: many work experiences, loyalty to the employer, wisdom and intellect and professional knowledge. On the other side, companies think that older employees do not have the following characteristics: good foreign language knowledge, high productivity and high motivation for education. We also found, that companies averagely most often execute measures, concerning analyses in the company, transfer of knowledge, redistribution of the elderly and career development, followed by measures, concerning health management at workplaces, education and training in the company. The participating companies averagely least often execute measures, concerning the reorganization of the work procedure, flexible working hours, culture and relations in the company