| Sažetak | Ovaj završni rad je pregled modela i načina nagrađivanja u hrvatski srednjim školama. Prilikom izrade rada imala sam veliku podršku mentora pa se ovim putem posebno zahvaljujem mentoru na usmjeravanju i velikoj podršci. Na početku rada definira se sam pojam upravljanja ljudskim potencijalima, modeli upravljanja ljudskim potencijalima te općenito se daje pregled na upravljanje ljudskim potencijalima u hrvatskom obrazovnom sustavu. Nastavno na funkcije upravljanja ljudskim potencijalima, detaljno se analizira funkcija nagrađivanja ljudskih potencijala u srednjoškolskom obrazovanju Republike Hrvatske. Specifičnost nagrađivanja zaposlenika u obrazovanju vezana je za Zakon o odgoju i obrazovanju u osnovnoj i srednjoj školi te Pravilnik o nagrađivanju učitelja, nastavnika, stručnih suradnika i ravnatelja u osnovnim i srednjim školama te učeničkim domovima. Upravo ova dva zakonska propisa ukazuju na temelje nagrađivanja u hrvatskom obrazovnom sustavu. Budući da se po načinu vlasništva i osnivača u hrvatskoj javljaju javne odgojno obrazovne ustanove i privatne odgojno obrazovne ustanove s pravom javnošću postoji tako i razlika u mogućnostima nagrađivanja. Pa se tako u javnim školama kojima su osnivači država, gradovi ili županije primjenjuju modeli nagrađivanja isključivo prema zakonskim kriterijima dok se u privatnim školama modeli nagrađivanja prilagođavaju zaposlenicima sukladno njihovim afinitetima i mogućnosti ustanove. Kao i kod nastavnog osoblja modeli nagrađivanja rukovodećeg osoblja određeni su zakonom ili odlukom osnivača škole. Obično su tu nagrade vezane za stimulacije, produživanje mandata te davanje mogućnosti rukovodećem osoblju da svoju karijere dalje razvija u savjetodavnim tijelima iz područja obrazovanja. U svakom slučaju na kraju rada može se zaključiti da u obrazovanju kao i u privredi nagrade i modeli nagrađivanja važan čimbenik stvaranja motiviranog zaposlenika. |
| Sažetak (engleski) | This final paper is an overview of the models and methods of rewarding in Croatian high schools. During the preparation of the paper, I had great support from the mentor, so I would like to especially thank the mentor for his guidance and great support. At the beginning of the paper, the very concept of human resources management, human resources management models is defined, and a general overview of human resources management in the Croatian education system is given. In addition to the functions of human resources management, the function of rewarding human resources in secondary education in the Republic of Croatia is analyzed in detail. The specificity of rewarding employees in education is related to the Law on Education in Primary and Secondary Schools and the Ordinance on Remuneration of Teachers, Teachers, Professional Associates and Principals in Primary and Secondary Schools and Dormitories. It is these two legal regulations that indicate the foundations of rewards in the Croatian education system. Since, according to the method of ownership and founders, public educational institutions and private educational institutions with a real public appear in Croatia, there is also a difference in the possibilities of rewarding. Thus, in public schools founded by states, cities or counties, reward models are applied exclusively according to legal criteria, while in private schools, reward models are adjusted to employees in accordance with their affinities and the possibilities of the institution. As with the teaching staff, the models of rewarding the managerial staff are determined by the law or the decision of the founder of the school. Usually, the awards are related to incentives, extension of mandates and giving opportunities to management staff to further develop their careers in advisory bodies in the field of education. In any case, at the end of the paper, it can be concluded that in education as well as in the economy, rewards and reward models are an important factor in creating a motivated employee. |
