Profesiogram<\/a>\u00a0predstavuje deskripciu pr\u00e1ce pre potreby psychologick\u00e9ho b\u00e1dania v\u00a0oblasti pracovnej \u010dinnosti (Daniel, J., Pikala, I. a\u00a0kol., 1976). Presnej\u0161ie je psychologick\u00fd profesiogram \u201esyntetick\u00fdm, v\u00fdsti\u017en\u00fdm, komplexn\u00fdm a\u00a0preh\u013eadn\u00fdm opisom ur\u010ditej pracovnej \u010dinnosti – profesie a\u00a0z\u00a0nej vypl\u00fdvaj\u00facich n\u00e1rokov na psychiku \u010dloveka, ktor\u00fd ju chce vykon\u00e1va\u0165, resp. u\u017e ju vykon\u00e1va\u201c (Szarkov\u00e1, M., 2009, s.116).
\nProfesiogram je \u00fa\u010deln\u00fd najm\u00e4 pre optimaliz\u00e1ciu pr\u00e1ce (Daniel, J., Pikala, I. a\u00a0kol., 1976).\u00a0 Ch\u00e1pe sa ako ur\u010dit\u00fd pilier v\u00a0te\u00f3rii a\u00a0praxi person\u00e1lneho mana\u017ementu, ktor\u00fd sa v\u00a0dne\u0161nej dobe u\u017e be\u017ene pou\u017e\u00edva pri v\u00fdbere, vyh\u013ead\u00e1van\u00ed a\u00a0prij\u00edman\u00ed pracovn\u00edkov, pri ich rozmiest\u0148ovan\u00ed v\u00a0podniku, pri posudzovan\u00ed ich pracovnej sp\u00f4sobilosti, pri normovan\u00ed pr\u00e1ce, pri zis\u0165ovan\u00ed pr\u00ed\u010din pracovn\u00fdch ne\u00faspechov, pri zis\u0165ovan\u00ed pr\u00ed\u010din fluktu\u00e1cie, pri hodnoten\u00ed pracovn\u00edkov, pri h\u013eadan\u00ed vn\u00fatropodnikov\u00fdch rezerv a\u00a0zvy\u0161ovan\u00ed produktivity pr\u00e1ce, ale aj pri stanoven\u00ed pracovn\u00e9ho tempa. Profesiogramy nie s\u00fa nemenn\u00e9 popisy profesie, ale menia sa vzh\u013eadom na meniaci sa obsah profesi\u00ed. S\u00fa ur\u010den\u00e9 na poradensk\u00e9 rozmiest\u0148ovanie, v\u00fdber zamestnancov a\u00a0obsahuj\u00fa analytick\u00fd preh\u013ead po\u017eiadaviek a\u00a0n\u00e1rokov na pracovn\u00fa \u010dinnos\u0165 a na psychick\u00fa pripravenos\u0165 zamestnanca. V\u00a0poslednom obdob\u00ed je vy\u017eadovan\u00fd \u010do najpresnej\u0161\u00ed opis pracovn\u00fdch miest z\u00a0r\u00f4znych poh\u013eadov. Vypl\u00fdva to z\u00a0potreby vybra\u0165 \u201espr\u00e1vnych\u201c \u013eud\u00ed na jednotliv\u00e9 pracovn\u00e9 miesta, zvy\u0161ova\u0165 pracovn\u00fa motiv\u00e1ciu, efekt\u00edvne zostavova\u0165 pracovn\u00e9 t\u00edmy, ale taktie\u017e z\u00a0potreby zvy\u0161ova\u0165\u00a0v\u00fdkonnos\u0165 zamestnancov spolo\u010dnosti, zapoji\u0165 ich do plnenia\u00a0strategick\u00fdch cie\u013eov podniku. \u00darove\u0148 spracovania profesiogramov svojim sp\u00f4sobom odr\u00e1\u017ea predpoklady bud\u00facej existencie podniku (Szarkov\u00e1, M., 2009).<\/p>\nFunkciografia<\/h3>\n
Pod\u013ea encyklop\u00e9die Britannica m\u00f4\u017eeme pracovn\u00fa funkciu m\u00f4\u017eeme definova\u0165 ako zamestnanie, povolanie, postavenie alebo \u00fa\u010del, pre ktor\u00fd je zamestnanec na\u00a0danej poz\u00edcii (http:\/\/www.merriam-webster.com\/dictionary\/function). \u201ePracovn\u00e1 funkcia vymedzuje konkr\u00e9tne zaradenie pracovn\u00edka v\u00a0organiza\u010dnej \u0161trukt\u00fare pracov\u00edsk podniku. Obvykle sa rozli\u0161uj\u00fa pracovn\u00e9 funkcie v\u0161eobecnej\u0161ej povahy a\u00a0tie, ktor\u00e9 s\u00fa \u0161pecifick\u00e9 pre dan\u00fd typ podniku\u201c (Pauknerov\u00e1, D., 2012, s.155). Zamestnanec v\u00a0pracovnom procese zast\u00e1va ur\u010dit\u00fa funkciu vypl\u00fdvaj\u00facu z\u00a0jeho poz\u00edcie v\u00a0\u0161trukt\u00fare organiz\u00e1cie a\u00a0syst\u00e9me riadenia podniku. V\u00fdkon funkcie je viazan\u00fd \u010disto na du\u0161evn\u00fa pr\u00e1cu a\u00a0podmie\u0148uj\u00fa ho najm\u00e4 psychick\u00e9 vlastnosti a\u00a0schopnosti zamestnanca. Pr\u00e1ve to je hlavn\u00fdm prvkom odli\u0161uj\u00facim funkciu od profesie, ktorej v\u00fdkon je, na rozdiel od funkcie, viazan\u00fd na ist\u00e9 psychomotorick\u00e9 a\u00a0manu\u00e1lno-odborn\u00e9 zru\u010dnosti zamestnanca.
\nOpis a\u00a0anal\u00fdzu obsahu funkcie sk\u00fama funkciografia. Jej v\u00fdsledkom je funkciogram, ktor\u00fd obsahuje popis funkcie. Pre psychologick\u00fd v\u00fdber zamestnancov do funkci\u00ed je nutn\u00e9 spracova\u0165 podrobn\u00e9 funkciogramy pre ka\u017ed\u00fa funkciu a\u00a0stanovi\u0165 aj psychodiagnostick\u00e9 postupy a\u00a0met\u00f3dy, ktor\u00e9 sl\u00fa\u017eia na zis\u0165ovanie psychick\u00fdch predpokladov a\u00a0n\u00e1rokov na vykon\u00e1vanie danej funkcie (Szarkov\u00e1, M., 2009).<\/p>\n
Pracovn\u00e1 skupina<\/h3>\n
Skupiny zaberaj\u00fa v\u00a0pracovnej \u010dinnosti \u010dloveka v\u00fdznamn\u00e9 miesto. Vpl\u00fdvaj\u00fa na jeho pracovn\u00fa v\u00fdkonnos\u0165 i\u00a0celkov\u00fa spokojnos\u0165 (Pauknerov\u00e1, D., 2012). Skupina je definovan\u00e1 vz\u00e1jomnou z\u00e1vislos\u0165ou jej jednotliv\u00fdch \u010dlenov, pri\u010dom spr\u00e1vanie sa ka\u017ed\u00e9ho \u010dlena ovplyv\u0148uje spr\u00e1vanie ka\u017ed\u00e9ho in\u00e9ho \u010dlena. Je to s\u00fabor os\u00f4b, ktor\u00e9 maj\u00fa spolo\u010dn\u00e9 n\u00e1zory, normy a ciele (Daniel, J., Szab\u00f3, I., 1994). Z\u00e1kladn\u00fdm prvkom odli\u0161uj\u00facim mal\u00e9 soci\u00e1lne skupiny a\u00a0pracovn\u00e9 skupiny je pr\u00edtomnos\u0165 pracovnej \u00falohy (Koll\u00e1rik, T., Letovancov\u00e1, E., V\u00fdrost, J. a\u00a0kol., 2011). V\u00a0\u0161ir\u0161om zmysle slova je pracovn\u00e1 skupina ka\u017ed\u00e1 skupina \u013eud\u00ed, ktor\u00e1 je sp\u00e4t\u00e1 koopera\u010dn\u00fdmi a\u00a0komunika\u010dn\u00fdmi v\u00e4zbami. Konkr\u00e9tnej\u0161ie ide o\u00a0mal\u00fd soci\u00e1lny \u00fatvar s\u00a0mrie\u017ekou \u00fa\u010delov\u00fdch koopera\u010dn\u00fdch v\u00e4zieb medzi jednotliv\u00fdmi \u010dlenmi, ktor\u00e9 z\u00a0h\u013eadiska formy nepovo\u013euj\u00fa jej rozlo\u017eenie na podskupiny. Je z\u00e1kladn\u00fdm prvkom spolo\u010densk\u00e9ho \u017eivota podniku a\u00a0jeho ekonomick\u00fdch a\u00a0soci\u00e1lno-psychologick\u00fdch vz\u0165ahov (Szarkov\u00e1, M., 2009).
\nPracovn\u00e9 skupiny s\u00fa z\u00e1kladom ka\u017ed\u00e9ho podniku. Vo v\u0161eobecnosti je mo\u017en\u00e9 poveda\u0165, \u017ee zamestnanci tvoria pracovn\u00e9 skupiny a\u00a0tie tvoria cel\u00fa organiz\u00e1ciu (Koll\u00e1rik, T., Letovancov\u00e1, E., V\u00fdrost, J. a\u00a0kol., 2011). V\u00e4\u010d\u0161ina pr\u00e1c sa vykon\u00e1va v\u00a0skupine, a\u00a0pr\u00e1ve to je jedn\u00fdm z\u00a0d\u00f4vodov, pre\u010do je pracovn\u00e1 skupina pre dospel\u00e9ho \u010dloveka tak v\u00fdznamn\u00e1. V\u00a0pracovnej skupine sa sp\u00e1jaj\u00fa \u00falohy a\u00a0ciele jednotliv\u00fdch jej \u010dlenov tak, aby prispievali k\u00a0plneniu \u00faloh danej skupiny, pri\u010dom pr\u00e1ca ka\u017ed\u00e9ho \u010dlena z\u00e1vis\u00ed od pr\u00e1ce in\u00fdch \u010dlenov a\u00a0ich \u010dinnos\u0165 na seba nadv\u00e4zuje (Koll\u00e1rik, T., 2002).
\nMal\u00e9 prirodzen\u00e9 skupiny sa naz\u00fdvaj\u00fa tie\u017e prim\u00e1rne alebo skupiny tv\u00e1rou v\u00a0tv\u00e1r. V\u00e4\u010d\u0161ie celky, v\u00a0r\u00e1mci ktor\u00fdch prim\u00e1rne skupiny funguj\u00fa, sa naz\u00fdvaj\u00fa sekund\u00e1rne skupiny. Mal\u00e1 skupina je pre jedinca prostriedkom osvojenia si postojov, n\u00e1zorov a\u00a0cie\u013eov, rozvoja jeho soci\u00e1lnosti, a tie\u017e n\u00e1strojom soci\u00e1lnej kontroly. M\u00f4\u017ee ovplyv\u0148ova\u0165 dokonca aj spr\u00e1vanie jednotlivca, \u010doho d\u00f4kazom je zistenie, \u017ee pri snahe navodi\u0165 zmenu v\u00a0spr\u00e1van\u00ed pracovn\u00edkov, je lep\u0161ie jedna\u0165 so skupinou ako s\u00a0jej jednotliv\u00fdmi \u010dlenmi. Prim\u00e1rne skupiny si v\u00a0z\u00e1ujme dosiahnutia praktick\u00fdch cie\u013eov vytv\u00e1raj\u00fa \u0161trukt\u00faru, ktor\u00e1 je vybudovan\u00e1 na z\u00e1klade osobn\u00fdch volieb. Naopak \u0161trukt\u00fara sekund\u00e1rnej skupiny je zmysluplne, racion\u00e1lne vytvoren\u00e1 v\u00a0z\u00e1ujme dosiahnutia nejak\u00fdch form\u00e1lnych cie\u013eov (Daniel, J., Szab\u00f3, I., 1994).<\/p>\n
Pracovn\u00fd t\u00edm<\/h3>\n
Niektor\u00e9 defin\u00edcie nerozli\u0161uj\u00fa medzi pracovnou skupinou a\u00a0t\u00edmom (Koll\u00e1rik, T., Letovancov\u00e1, E., V\u00fdrost, J. a\u00a0kol., 2011). T\u00edm v\u0161ak definuje soci\u00e1lna psychol\u00f3gia ako \u201ekvalitat\u00edvne vy\u0161\u0161iu formu pracovnej skupiny, ktor\u00e1 nevznik\u00e1 spont\u00e1nne, ale ako produkt cielenej \u010dinnosti mana\u017e\u00e9ra a\u00a0akt\u00edvnej anga\u017eovanosti \u010dlenov pracovnej skupiny v\u00a0prospech vzniku t\u00edmu\u201c (Szarkov\u00e1, M., 2009, s.91). T\u00edmy nemaj\u00fa presne stanoven\u00fa \u0161trukt\u00faru a\u00a0s\u00fa flexibiln\u00e9, preto\u017ee sa m\u00f4\u017eu meni\u0165 v\u00a0z\u00e1vislosti od pracovnej \u00falohy alebo inej potreby (Pauknerov\u00e1, D., 2012). V\u0161etci \u010dlenovia t\u00edmu sa podie\u013eaj\u00fa na spolo\u010dnom ciele, ktor\u00fd m\u00f4\u017eu dosiahnu\u0165 spolo\u010dn\u00fdm zdie\u013ean\u00fdm \u00fasil\u00edm. Tento cie\u013e mus\u00ed by\u0165 pochopen\u00fd v\u0161etk\u00fdmi \u010dlenmi rovnako a\u00a0\u010dinnos\u0165 k\u00a0jeho naplneniu mus\u00ed by\u0165 koordinovan\u00e1 (Hardingham, A., 1995).
\nPracovn\u00fd kolekt\u00edv tvoria \u013eudia r\u00f4zne star\u00ed, s\u00a0rozdielnym vzdelan\u00edm, soci\u00e1lnym p\u00f4vodom at\u010f., \u010do sa m\u00f4\u017ee prejavova\u0165\u00a0v\u00a0jednan\u00ed jednotliv\u00fdch \u010dlenov kolekt\u00edvu (Matou\u0161ek, O., R\u016f\u017ei\u010dka, J., Hladk\u00fd, A., 1972). \u201eNejestvuje spr\u00e1vna odpove\u010f na ot\u00e1zku, ak\u00fd ve\u013ek\u00fd by mal t\u00edm by\u0165. Ve\u013ekos\u0165 je dan\u00e1 zlo\u017eitos\u0165ou \u00falohy a n\u00e1rokmi na schopnosti jednotlivcov. V\u00e4\u010d\u0161ina odborn\u00edkov odpor\u00fa\u010da po\u010det 4 a\u017e 8 \u010dlenov. Ak je t\u00edm men\u0161\u00ed, kles\u00e1 jeho tvorivos\u0165 a schopnos\u0165 zast\u00e1va\u0165 r\u00f4znorod\u00e9 funkcie, ak je v\u0161ak v\u00e4\u010d\u0161\u00ed, prudko st\u00fapa po\u010det transakci\u00ed medzi \u010dlenmi a t\u00edm sa \u0165a\u017eko riadi\u201c (Pru\u017einsk\u00e1, J. a\u00a0kol., 1998, s.40). Podstatn\u00e9 je prisp\u00f4sobenie sa pracovn\u00edka kolekt\u00edvu spolupracovn\u00edkov, pri\u010dom sa d\u00f4raz kladie na jeho zapracovanie a\u00a0z\u017eitie sa s\u00a0t\u00edmom. Pracovn\u00fd kolekt\u00edv je viac menej uzatvoren\u00fdm celkom, do ktor\u00e9ho mus\u00ed ka\u017ed\u00fd jeho \u010dlen prenikn\u00fa\u0165. Z\u00e1kladom je ka\u017edodenn\u00fd osobn\u00fd styk jednotliv\u00fdch \u010dlenov t\u00edmu a\u00a0ich spolo\u010dn\u00e9 ciele a \u00falohy (R\u016f\u017ei\u010dka, J., 1978).<\/p>\n
Spolo\u010densk\u00e1 interakcia<\/h3>\n
Z\u00e1kladn\u00fd v\u00fdznam pri ovplyv\u0148ovan\u00ed spr\u00e1vania pracovn\u00edka maj\u00fa spolo\u010densk\u00e9 podmienky v skupine, do ktorej pracovn\u00edk patr\u00ed. P\u00f4sobia v\u017edy komplexne a tvoria spolo\u010densk\u00fa atmosf\u00e9ru na pracovisku, na ktor\u00fa vpl\u00fdvaj\u00fa vz\u0165ahy na pracovisku a\u00a0s\u00fabor hodnotiacich postojov, n\u00e1zorov a\u00a0noriem uzn\u00e1van\u00fdch skupinou (Matou\u0161ek, O., R\u016f\u017ei\u010dka, J., Hladk\u00fd, A., 1972).
\nV\u00a0pracovnej organiz\u00e1cii s\u00fa podstatn\u00e9 najm\u00e4 neform\u00e1lne vz\u0165ahy a\u00a0vz\u0165ahy nadradenosti a\u00a0podradenosti. Automaticky s\u00fa v\u0161ak popretk\u00e1van\u00e9 vz\u0165ahmi neform\u00e1lnymi. R\u00f4zne formy interakcie v\u00a0pr\u00e1ci podmie\u0148uj\u00fa \u00faspe\u0161nos\u0165 organiz\u00e1cie, optim\u00e1lnos\u0165 pracovn\u00e9ho prostredia i\u00a0spokojnos\u0165 pracovn\u00edkov (Koll\u00e1rik, T., 2002). Spolo\u010densk\u00e1 atmosf\u00e9ra pracoviska m\u00f4\u017ee p\u00f4sobi\u0165 na pracovn\u00edka nepriaznivo, \u010do sp\u00f4sobuje, \u017ee \u201enevznikaj\u00fa tvoriv\u00e9 n\u00e1pady, nov\u00e9 my\u0161lienky, zamestnanci sa \u0165a\u017eko odhodl\u00e1vaj\u00fa k\u00a0nov\u00fdm rie\u0161eniam pracovn\u00fdch \u00faloh, rad\u0161ej zotrv\u00e1vaj\u00fa v\u00a0pracovn\u00fdch stereotypoch\u201c (Szarkov\u00e1, M., 2009, s.19). Zvy\u0161uje sa t\u00fdm taktie\u017e citlivos\u0165 pracovn\u00edkov na prvky ru\u0161iace pracovn\u00fd pokoj a\u00a0uplat\u0148uje sa demoraliza\u010dn\u00fd tlak. Zmeni\u0165 ich pracovn\u00e9 postoje a\u00a0ich pracovn\u00fa motiv\u00e1ciu je zvy\u010dajne ve\u013emi \u0165a\u017ek\u00e9. Naopak pozit\u00edvna spolo\u010densk\u00e1 atmosf\u00e9ra podstatne zvy\u0161uje pracovn\u00fa pohodu a potrebn\u00fa adaptabilitu vo\u010di ne\u013eahk\u00fdm pracovn\u00fdm podmienkam (Matou\u0161ek, O., R\u016f\u017ei\u010dka, J., Hladk\u00fd, A., 1972).
\nInterakcia je obojstrann\u00fd proces, v\u00a0ktorom ka\u017ed\u00e1 zo str\u00e1n vystupuje ako objekt i\u00a0subjekt vn\u00edmania (Koll\u00e1rik, T., 2002). Spolo\u010densk\u00e1 interakcia v\u00a0pracovnom prostred\u00ed m\u00f4\u017ee by\u0165 r\u00f4zna. Ak je v\u0161eobecn\u00fd postoj\u00a0k\u00a0in\u00e9mu \u010dloveku alebo \u013eu\u010fom preva\u017ene kladn\u00fd, spr\u00e1vanie jedinca je priate\u013esk\u00e9, tolerantn\u00e9 a\u00a0kooperat\u00edvne (Matou\u0161ek, O., R\u016f\u017ei\u010dka, J., Hladk\u00fd, A., 1972). Ani to v\u0161ak nemus\u00ed by\u0165 v\u00a0r\u00e1mci organiz\u00e1cie alebo skupiny v\u017edy dobr\u00e9. M\u00f4\u017ee sa toti\u017eto sta\u0165, \u017ee t\u00edmov\u00e1 pr\u00e1ca bude nar\u00fa\u0161a\u0165 nez\u00e1vislos\u0165 a\u00a0pru\u017enos\u0165 \u00fasudku (Armstrong, M., 1999). Ak je v\u0161ak v\u0161eobecn\u00fd postoj k\u00a0in\u00fdm \u013eu\u010fom v\u00a0podstate z\u00e1porn\u00fd, s\u00fa pozorovate\u013en\u00e9 t\u00f3ny odmeran\u00e9, \u00fato\u010dn\u00e9 a\u00a0od\u0165ahuj\u00face sa. Jedinec si osvojuje postoj vo\u010di in\u00fdm \u013eu\u010fom ve\u013emi r\u00fdchlo na z\u00e1klade s\u00fahrnn\u00e9ho dojmu, pod\u013ea ktor\u00e9ho si utv\u00e1ra celkov\u00fa charakteristiku osoby a\u00a0s\u00fa\u010dasne prisp\u00f4sobuje svoje chovanie v\u00a0interperson\u00e1lnom styku. Nesk\u00f4r si s\u00edce hodnotiace krit\u00e9ri\u00e1 upres\u0148uje, mnohokr\u00e1t je v\u0161ak ve\u013emi silno ovplyvnen\u00ed prvotn\u00fdm dojmom (Matou\u0161ek, O., R\u016f\u017ei\u010dka, J., Hladk\u00fd, A., 1972).<\/p>\n
Motiv\u00e1cia k\u00a0pr\u00e1ci<\/h3>\n
Motiv\u00e1cia je vn\u00fatorn\u00e1 dynamika osobnosti vyvolan\u00e1 silami, ktor\u00e9 ur\u010duj\u00fa smer a\u00a0silu spr\u00e1vania a\u00a0pre\u017e\u00edvania \u010dloveka (Oravcov\u00e1, J., 2007). Motiv\u00e1cia je na jednej strane energia dod\u00e1vaj\u00faca silu k\u00a0aktivite a\u00a0na druhej strane je to smer konania, ktor\u00e9 n\u00e1s vedie k uspokojeniu potreby. Mot\u00edvy s\u00fa premenliv\u00e9, rozmanit\u00e9, ale aj nez\u00e1visle a aktu\u00e1lne p\u00f4sobiace sily, ktor\u00e9 m\u00f4\u017eu poch\u00e1dza\u0165 od skor\u0161\u00edch popudov (Daniel, J., Szab\u00f3, I., 1994). S\u00fa to \u201ekonkr\u00e9tne ciele, ku ktor\u00fdch dosiahnutiu jedinec smeruje\u201c (Nakone\u010dn\u00fd, M., 1998, s.227). Berne zd\u00f4raz\u0148uje v\u00a0motiv\u00e1ci\u00ed biologick\u00e9 pudy, potrebu uznania, podnetov, \u0161trukt\u00fary a\u00a0potrebu vzru\u0161enia (Kratochv\u00edl, S., 2006).
\nMot\u00edvy m\u00f4\u017eu vpl\u00fdva\u0165 aj na chovanie jedinca a\u00a0d\u00e1va\u0165 mu zmysel. V\u00a0r\u00f4znych situ\u00e1ci\u00e1ch sa ale m\u00f4\u017eu presadzova\u0165 r\u00f4zne mot\u00edvy, a tak predpove\u010f chovania jedinca nie je nikdy \u00faplne spo\u013eahliv\u00e1 (Nakone\u010dn\u00fd, M., 1998). Nie je teda jednoduch\u00e9 n\u00e1js\u0165 priamu v\u00e4zbu medzi mot\u00edvom a\u00a0spr\u00e1van\u00edm sa \u010dloveka. \u010clovek slabo motivovan\u00fd sa prejavuje \u013eahostajn\u00fdm spr\u00e1van\u00edm a\u00a0jeho hlavn\u00fdm mot\u00edvom pracovnej \u010dinnosti s\u00fa zvy\u010dajne vonkaj\u0161ie podmienky a\u00a0s\u00a0nimi spojen\u00e9 uspokojovanie z\u00e1kladn\u00fdch potrieb, t.j. odb\u00faravanie pocitu nedostatku, alebo nadbytku, ktor\u00fd podnecuje k\u00a0jeho odstr\u00e1neniu alebo k\u00a0\u010dinnosti. Siln\u00e1 motivovanos\u0165 ale z\u00e1rove\u0148 nie je z\u00e1rukou v\u00fdkonu (Daniel, J., Szab\u00f3, I., 1994).
\nMot\u00edvy pracovnej \u010dinnosti ovplyv\u0148uj\u00fa zameranie a\u00a0udr\u017eanie pracovn\u00e9ho jednania \u017eiaducim smerom (\u0160tikar, J., Ryme\u0161, M., Riegel, K., Hoskovec, J., 2003). Motiv\u00e1cia zamestnancov vyobrazuje podnet, ktor\u00fd vyz\u00fdva pracovn\u00edkov k zvy\u0161ovaniu pracovn\u00fdch v\u00fdkonov, \u00fasilia, konkurencieschopnosti a je zjavnou cestou ved\u00facou k\u00a0prosperite a stabilite organiz\u00e1cie (Birknerov\u00e1, Z., Litavcov\u00e1, E., 2010). \u201eV procese pracovnej motiv\u00e1cie je mo\u017en\u00e9 zjednodu\u0161ene vidie\u0165 tri z\u00e1kladn\u00e9 elementy: \u010dloveka, pracovn\u00fa \u010dinnos\u0165 a organiz\u00e1ciu. \u010clovek si utv\u00e1ra k pracovnej \u010dinnosti vz\u0165ah, ktor\u00fd je s\u00fa\u010das\u0165ou jeho motiva\u010dn\u00fdch dispoz\u00edci\u00ed. Tie existuj\u00fa na z\u00e1klade osobnostn\u00fdch vlastnost\u00ed a \u017eivotn\u00fdch cie\u013eov \u010dloveka. Aktualiz\u00e1cia t\u00fdchto mot\u00edvov, ich sila a smer bud\u00fa z\u00e1visie\u0165 na vonkaj\u0161om prostred\u00ed\u201c (\u0160im\u00ed\u010dkov\u00e1 – \u010c\u00ed\u017ekov\u00e1, J., Kimplov\u00e1, T., Biolek, M., Pavlas, I., 2004 , s.68).
\nMotiv\u00e1cia, schopnosti a\u00a0pracovn\u00e9 podmienky s\u00fa hlavn\u00fdmi faktormi, na ktor\u00fdch z\u00e1vis\u00ed pracovn\u00fd v\u00fdkon \u010dloveka (vi\u010f pr\u00edloha \u010d.2). V\u0161etky tieto prvky je mo\u017en\u00e9 do\u00a0ur\u010ditej miery kontrolova\u0165 (Birknerov\u00e1 Z., Litavcov\u00e1, E., 2010). Pr\u00e1ve ich kontrola umo\u017e\u0148uje dosiahnutie primeranej motiv\u00e1cie, ktor\u00e1 vedie k\u00a0chcen\u00e9mu v\u00fdkonu. Naproti tomu nedostato\u010dn\u00e1, ale i\u00a0nadmern\u00e1 motiv\u00e1cia str\u00e1ca svoj \u00fa\u010dinok a zamestnanec dosahuje neuspokojiv\u00fd v\u00fdsledok (\u010camb\u00e1l a kol., 2011). \u201eNa dosiahnutie primeranej produktivity mus\u00ed by\u0165 v\u00fdkon uskuto\u010dnen\u00fd zodpovedaj\u00facimi sp\u00f4sobmi a\u00a0postupmi\u201c (Kub\u00e1ni, V., 2005, s.25). Je mo\u017en\u00e9 teda us\u00fadi\u0165, \u017ee \u017eiaduca \u00farove\u0148 v\u00fdkonu je podmienen\u00e1 optim\u00e1lnou \u00farov\u0148ou motiv\u00e1cie (Birknerov\u00e1 Z., Litavcov\u00e1, E., 2010).
\nPri vytv\u00e1ran\u00ed pracovn\u00fdch miest a\u00a0\u00faloh by sa mala uplat\u0148ova\u0165 te\u00f3ria motiv\u00e1cie. Medzi z\u00e1kladn\u00e9 motiva\u010dn\u00e9 po\u017eiadavky spojen\u00e9 s\u00a0pr\u00e1cou patr\u00ed vy\u0161\u0161\u00ed plat, spravodliv\u00e9 odme\u0148ovanie, re\u00e1lna pr\u00edle\u017eitos\u0165 k\u00a0pov\u00fd\u0161eniu, oh\u013eadupln\u00e9 vedenie, dostato\u010dn\u00e1 miera soci\u00e1lnej interakcie pri pr\u00e1ci a\u00a0pod. (Armstrong, M., 1999). Motiva\u010dn\u00e9 faktory, ktor\u00e9 pramenia priamo z\u00a0pracovnej \u010dinnosti, sa t\u00fdkaj\u00fa preva\u017ene sebarealiza\u010dn\u00fdch potrieb. \u010cinite\u013emi ovplyv\u0148uj\u00facimi spokojnos\u0165 z\u00a0pr\u00e1ce s\u00fa najm\u00e4 pracovn\u00e9 v\u00fdsledky, uznanie zo strany druh\u00fdch, samotn\u00e1 pr\u00e1ca, zodpovednos\u0165 za svoju pr\u00e1cu a pracovn\u00fd postup. Pr\u00ed\u010dinou nespokojnosti na pracovisku m\u00f4\u017ee by\u0165 napr. organiz\u00e1cia pracoviska, vedenie pr\u00e1ce, vz\u0165ahy na pracovisku, pracovn\u00e9 podmienky, z\u00e1robok at\u010f. (Daniel, J., Szab\u00f3, I., 1994). Pracovn\u00e1 \u010dinnos\u0165 teda prin\u00e1\u0161a obsahovo rozdielne p\u00f4\u017eitky a\u00a0uspokojenie, ktor\u00e9 s\u00fa akceptovan\u00e9 v\u00a0z\u00e1vislosti na motiva\u010dn\u00e9 ladenie jednotlivca (\u0160tikar, J., Ryme\u0161, M., Riegel, K., Hoskovec, J., 2003).<\/p>\n
Hodnotenie pracovn\u00edkov<\/h3>\n
Slovn\u00edky popisuj\u00fa \u201ehodnotenie\u201c ako ur\u010denie hodnoty (Napper, R., Newton, T., 2010). \u201eHodnotenie pracovn\u00edkov a\u00a0ich pracovn\u00e9ho v\u00fdkonu<\/a> patr\u00ed medzi z\u00e1kladn\u00e9 person\u00e1lne \u010dinnosti mana\u017e\u00e9ra\u201c (Pauknerov\u00e1, D. a\u00a0kol., 2012, s.217). Ide o \u201eproces, v\u00a0ktorom podnik hodnot\u00ed v\u00fdkon a\u00a0z\u00e1rove\u0148 aj \u017eiaduce kompetencie a\u00a0pracovn\u00e9 spr\u00e1vanie zamestnancov. Ak je toto hodnotenie dobre pripraven\u00e9 a\u00a0realizovan\u00e9, jeho v\u00fdsledky znamenaj\u00fa pr\u00ednos pre jednotliv\u00fdch zamestnancov, mana\u017e\u00e9rov i\u00a0pre cel\u00fd podnik\u201c (Kacha\u0148\u00e1kov\u00e1, A. a\u00a0kol., 2007 , s.130). Odr\u00e1\u017ea celkov\u00fa \u00farove\u0148 person\u00e1lneho riadenia organiz\u00e1cie a vedenia jednotliv\u00fdch jej pracovn\u00edkov. Pou\u017e\u00edva sa na ur\u010denie zaradenia i\u00a0dlhodobej perspekt\u00edvy kari\u00e9ry pracovn\u00edka v\u00a0podniku porovnan\u00edm jeho pracovnej sp\u00f4sobilosti a\u00a0po\u017eiadaviek pr\u00e1ce, stanovenie syst\u00e9mu odme\u0148ovania zamestnancov, prera\u010fovanie a\u00a0povy\u0161ovanie zamestnancov. Umo\u017e\u0148uje tie\u017e \u010diasto\u010dne pos\u00fadi\u0165 sp\u00f4sobilos\u0165 pracovn\u00edka pre v\u00fdkon funkcie, ktor\u00e1 sa odli\u0161uje od s\u00fa\u010dasn\u00e9ho pracovn\u00e9ho zaradenia (Matou\u0161ek, O., R\u016f\u017ei\u010dka, J., Hladk\u00fd, A., 1972). Hodnotenie pracovn\u00edkov je \u201ed\u00f4le\u017eitou s\u00fa\u010das\u0165ou vedenia \u013eud\u00ed, n\u00e1strojom dosahovania pl\u00e1novan\u00fdch cie\u013eov podniku, zdrojom autority mana\u017e\u00e9ra, predpokladom dodr\u017eiavania pracovn\u00fdch nariaden\u00ed a\u00a0mor\u00e1lky skupiny\u201c (Pauknerov\u00e1, D. a\u00a0kol., 2012, s.217).
\nKrit\u00e9ri\u00e1 hodnotenia vych\u00e1dzaj\u00fa najm\u00e4 z\u00a0posudzovania miery dosahovania po\u017eadovan\u00e9ho v\u00fdkonu pracovn\u00edka a\u00a0jeho chovania v\u00a0pracovnej skupine (Pauknerov\u00e1, D. a\u00a0kol., 2012). To, \u017ee niekto pod\u00e1va dobr\u00fd pracovn\u00fd v\u00fdkon na s\u00fa\u010dasnej poz\u00edcii v\u0161ak nie v\u017edy znamen\u00e1, \u017ee sa jedinec bude schopn\u00fd vyrovna\u0165 so \u0161ir\u0161\u00edm polom zodpovednost\u00ed na vy\u0161\u0161ej poz\u00edcii (Armstrong, M., 1999). \u010casto hr\u00e1 pri hodnoten\u00ed zamestnancov rolu aj \u201evek (star\u0161\u00ed pracovn\u00edci s\u00fa hodnoten\u00ed lep\u0161ie), prest\u00ed\u017e a\u00a0status zamestnanca (pracovn\u00edci zast\u00e1vaj\u00faci vy\u0161\u0161ie funk\u010dn\u00e9 miesta b\u00fdvaj\u00fa hodnoten\u00ed lep\u0161ie), d\u013a\u017eka slu\u017eby na pracovisku (lep\u0161ie s\u00fa hodnoten\u00ed t\u00ed, ktor\u00ed s\u00fa na pracovisku dlh\u0161ie) a\u00a0pod.\u201c (Matou\u0161ek, O., R\u016f\u017ei\u010dka, J., Hladk\u00fd, A., 1972, s.204).
\nHodnotenie pracovnej v\u00fdkonnosti sa stret\u00e1va s\u00a0\u010dast\u00fdmi chybami na strane hodnotite\u013ea. Be\u017en\u00fd je napr. \u201chal\u00f3\u201c efekt, vn\u00e1\u0161anie subjekt\u00edvneho meradla do hodnotenia, spriemerovanie hodnotenia, snaha vyhn\u00fa\u0165 sa formul\u00e1ci\u00ed krajn\u00fdch s\u00fadov at\u010f. (\u0160tikar, J., Ryme\u0161, M., Riegel, K., Hoskovec, J., 2003).<\/p>\nPracovn\u00e9 prostredie<\/h3>\n
Pr\u00e1ca ovplyv\u0148uje \u017eivot ka\u017ed\u00e9ho jednotlivca, pri\u010dom hlavn\u00fdm determinantom je pracovn\u00e9 prostredie, ktor\u00e9 podmie\u0148uje \u00faspe\u0161n\u00e9 zvl\u00e1dnutie akejko\u013evek pracovnej \u00falohy (Matou\u0161ek, O., R\u016f\u017ei\u010dka, J., Hladk\u00fd, A., 1972). Pracovn\u00e9 prostredie predstavuj\u00fa faktory prameniace z\u00a0podmienok pracovnej \u010dinnosti, ktor\u00fdch kvalita v\u00a0kone\u010dnom d\u00f4sledku vpl\u00fdva aj na s\u00fakromn\u00fd \u017eivot \u013eud\u00ed (Kacha\u0148\u00e1kov\u00e1, A. a\u00a0kol., 2007). Tieto faktory, vyjadruj\u00face predov\u0161etk\u00fdm vonkaj\u0161ie podmienky pracovnej \u010dinnosti, ovplyv\u0148uj\u00fa celkov\u00fa pracovn\u00fa spokojnos\u0165. Hlavn\u00fdmi determinantmi m\u00f4\u017eu by\u0165 najm\u00e4 pracovn\u00e9 podmienky, plat, medzi\u013eudsk\u00e9 vz\u0165ahy a\u00a0soci\u00e1lna politika organiz\u00e1cie (\u0160im\u00ed\u010dkov\u00e1-\u010c\u00ed\u017ekov\u00e1, J., Kimplov\u00e1, T., Biolek, M., Pavlas, I., 2004).
\nProduktivita pr\u00e1ce je ur\u010den\u00e1 aj p\u00f4soben\u00edm fyzik\u00e1lnych podmienok, za ktor\u00fdch sa pracuje. S\u00fa to napr\u00edklad osvetlenie, farebn\u00e9 rie\u0161enie pracoviska, hluk, vibr\u00e1cie, ve\u013ekos\u0165 pracovnej skupiny at\u010f. (Daniel, J., Szab\u00f3, I., 1994). Okrem toho st\u00e1le aktu\u00e1lnej\u0161ie s\u00fa spolo\u010densk\u00e9 determinanty spr\u00e1vania sa pracovn\u00edkov, ale aj \u201ezmeny v\u00a0komunika\u010dnom procese, n\u00e1stup nov\u00fdch technol\u00f3gi\u00ed, ktor\u00e9 prehlbuj\u00fa odcudzenie pr\u00e1ce, vyvol\u00e1vaj\u00fa a\u00a0z\u00e1rove\u0148 vy\u017eaduj\u00fa nov\u00e9 postoje od zamestnanca i\u00a0od mana\u017e\u00e9ra\u201c (Szarkov\u00e1, M., 2009, s.19).<\/p>\n","protected":false},"excerpt":{"rendered":"
Z\u00e1kladn\u00e9 pojmy v oblasti psychol\u00f3gie pr\u00e1ce Medzi z\u00e1kladn\u00e9 pojmy, s ktor\u00fdmi pracuje psychol\u00f3gia pr\u00e1ce patria: pr\u00e1ca a pracovn\u00e1 \u010dinnos\u0165 psychol\u00f3gia a pr\u00e1ca profesiografia profesiogram funkciografia … <\/p>\n","protected":false},"author":24,"featured_media":24785,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[77,549],"tags":[71,79],"class_list":["post-12170","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-ludia","category-pracujem","tag-praca","tag-zamestnanec"],"yoast_head":"\n
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