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Working Hours

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Sa razvojem tehnologije u 21. vijeku, došlo je do promjena u shvatanjima tipičnog radnog mjesta. Ljudi se sve više navikavaju na korišćenje mobilnih uredjaja u obavljanju svakodnevnih poslovnih zadataka, pa fizičko mjesto obavljanja istih sve više gubi na značaju. Fleksibilno radno vrijeme sve više dobija na popularnosti u modernim organizacijama. Postavlja se pitanje da li je isplativo da zaposleni boravi u kancelariji od šest sati ujutru do devet uveče, ako samo tećinu tog vremena provodi radno, dok ostatak koristi za surfovanje različitim društvenim mrežama, pretvarajući se da obavlja poslovne zadatke.
Naravno, i fiksno i fleksibilno radno vrijeme imaju svojih prednosti i nedostataka. Različita radna mjesta imaju različite zahtjeve koji baš uvijek ne odgovaraju potrebama zaposlenih. Radno vrijeme je definitvno jedan od elemenata koje je potrebno razmotriti prilikom donošenja odluke o prihvatanju poslovne ponude. Neki poslodavci nude fleksibilno radno vrijeme, dok se drugi drže strogog rasporeda koji podrazumijeva osmočasovno radno vrijeme a često i rad u dvije ili tri različite smjene. Medjutim, često se iza fleksibilnog rasporeda kriju neredovne isplate zarada i poslodavci koji smatraju da im zaposleni moraju biti na raspolaganju 24 časa dnevno.
Obično, ljudi preferiraju fleksibilno radno vrijeme. Ono im omogućava veću slobodu, kontorlu nad slobodnim vremenom i motiviše ih.

Fleksibilno radno vrijeme
Većina ljudi ne zna tačno šta fleksibilno radno vrijeme podrazumijeva. Fokus je na rezultatima rada, a ne na broju sati provedenih na radnom mjestu. Posao sve više postaje ono što se radi,a ne radno mjesto. Na brojnim forumima koji se bave savjetima u vezi sa zapošljavanjem moze se vidjeti da ovaj termin zbunjuje sve više pojedinaca kada im se zaista i ponudi radno mjesto sa fleksibilnim radnim vremenom. Naravno, većina njih razumije da ono ne podrazumijeva svakodnevno radno vrijeme od devet do sedamnaest časova, ali pitanja se postavljaju uglavnom oko zahtjeva poslodavaca.
Fleksibilno radno vrijeme podrazumijeva da je vrijeme dolaska i odlaska sa posla klizno, što znači da nije strogo određeno već postoji vremenski interval u toku koga se stiže na posao. Fokus je na rezultatima rada, a ne na načinu obavljanja zadatka. Dok god je traženi zadatak odrađen, poslodavca ne interesuje vrijeme uloženo u njega ili mjesto gdje je obavljen.
Najznačajnije karakteristike fleksibilnog radnog vremena su:
• Kada zaposleni radi na određenom radnom zadatku, ima rok do kada ga mora završiti ali sam organizuje radno vrijeme;
• Zaposleni svaki dan dolazi na posao, bez striktnog radnog vremena sa rokom završetka određenog zadatka ili, pak, ima standardan posao koji mora obaviti, a na radniku je da sam organizuje radno vrijeme;
• Zaposleni u toku godine mora opdraditi određene radne sate, ali ti sati variraju iz nedjelje u nedjelju;
• Moguće je da fleksibilno radno vrijeme dijeli dvoje ili više zaposlenih koji rade zajedno prema potrebi, ili pak odvojeno na istom zadatku.
Prednosti fleksibilnog radnog vremena:
Zaposleni obično preferiraju fleksibilno radno vrijeme iz razloga što im pruža mogućnost da usklade posao i privatan život. Na primjer, ako zaposleni radi osam sati dnevno, a želi uzeti slobodan dan, taj dan može nadoknaditi radeći po dvanaest sati naredna dva dana. Takođe razvoje tehnologije, mnogo je olakšao zaposlenim ženama koje imaju porodice. Obavljanje posla od kuće, u vrijeme koje najbolje odgovara zaposlenom više nije izuzetak.

Fleksibilno radno vrijeme ima brojne prednosti za zaposlene:
• Mogućnost samostalnog organizovanja radnog vremena što omogućava zaposlenom da više vremena posveti porodici ili nekoj drugoj, željenoj aktivnosti. Lakše je planirati slobodno vrijeme i odmore;
• Mogućnost odabira lokacije obavljanja posla. Pojedini ljudi preferiraju tišinu i više im odgovara da zadatke završavaju u sopstvenoj kući. To je posebno bitno za one koji ne žele biti prekidani tokom rada ili dekoncentrisani čestim pauzama za kafu i kancelarijskim tračevima;
• Ušteda na troškovima transporta, kao i na vremenu provedenom u saobraćaju;
• Zaposleni nijesu ograničeni rasporedom sto povećava entuzijazam pri radu, zadovoljstvo poslom, osjećaj odgovornosti za izvršenje zadatka, preuzimanje inicijative;
• Najveća prednost fleksibilnog radnog vremena je mogućnost usklađivanja ličnosti pojedinca i načina obavljanja zadatka. Neki ljudi su najproduktivniji ujutru, dok su drugi „noćne osobe“;
• Mogućnost komunikacije sa partnerima širom svijeta. Razlike u vremenskim zonama otežavaju ljudima koji imaju striktno radno vrijeme. Nije rijedak slučaj da odredjena internacionalna kompanija ima predstavništva u evropskim i američkim gradovima. U slučaju da zaposleni imaju fiksno osmočasovno radno vrijeme, skoro je nemoguće organizovati virtuelni sastanak a da neki od njih ne ostaju prekovremeno u kancelariji. Fleksibilno radno vrijeme olakšava nalaženje kompromisa.
Iz ugla poslodavca, najveće prednosti fleksibilnog radnog vremena su:
• Povećanje zadovoljstva zaposlenog, čime se povećava motivacija, produktivnosti i omogućava uspješno poslovanje organizacije;
• Smanjenje apsentizma;
• Poboljšanje slike o poslodavcu. Uvođenjem fleksibilnog radnog vremena stvara se imidž brižnog poslodavca, zainteresovanog za dobrobit zaposlenog;
• Fleksibilno radno vrijeme obično odgovara ljudima sa visokim kvalifikacijama. Takav način rada omogućava poslodavcu da privuče najbolje kandidate.

Nedostaci fleksibilnog radnog vremena
• Nema radnog vremena, zaposleni radi onoliko vremena koliko mu je potrebno da završi posao, što nekad traje duže od osam časova dnevno;
• Ponekad je teško dobiti istinite i pravovremene informacije ako se radi od kuće;
• Nedostatak discipline i pritiska radnog okruženja zbog čega često izostaje prava efektivnost i kreativnost;
• Teško je izračunati i dokazati uloženu količinu radnog vremena;
• Troškovi adminstracije i koordinacije sistema;
• Fleksibilno radno vrijeme nije odgovarajuće za radna mjesta koja zahtijevaju dvadesetčetvoročasovno pokriće;
• Poteškoće u komunikaciji izmedju poslodavca i zaposlenog zbog nedostatka face-to-face komunikacije.

Fiksno radno vrijeme
Sve je više stručnjaka iz oblasti upravljanja ljudskim resursima koji misle da fiksno radno vrijeme šteti produktivnosti.
Jedan od načina na koji fiksno radno vrijeme „ubija“ produktivnost je što se kao cilj pred zaposlene postavlja vrijeme dolaska i vrijeme odlaska sa posla, a ne ciljevi koje treba postignuti. Time se značajno smanjuje motivacija. Takođe, to što je neko prisutan u kancelariji ne znači da je posao obavljen.
Striktno radno vrijeme loše utiče na izgradnju povjerenja. Zaposleni treba da budu upoznati sa ciljevima preduzeća i treba ih pustiti da ih ostvare na svoj način. Na taj način se motivišu da daju sve od sebe.
Fiksno radno vrijeme se suprotstavlja i principima timskog rada. Kada se veća grupa pojedinaca nalazi na istom mjestu u isto vrijeme, to može potencijalno izazvati nesuglasice. Zaposleni će biti mnogo produktivniji ako im se pruži sloboda da se dogovaraju gdje, kada i kako će svaki od njih obaviti svoj dio zadatka.

Primjer iz prakse
Best Buy Company, američka tehno-kompanija sa sjedištem u Minesoti, 2003. godine usvojila je ROWE pristup, koji su kreirale Cally Resssler i Judy Thompson. ROWE podrazumije orijentaciju isključivo na rezultat umjesto na vrijeme provedeno za postizanje rezultata. Sama riječ je skraćenica od Results-Only Work Environment (Radna sredina u kojoj je samo rezultat bitan). Rezultat je bio konstantan rast produktivnosti od 35 procenata. 2004. godine Best Buy je dobio titulu preduzeća godine od strane američkog časopisa Forbes. Kreatorke principa smatraju da tradicionalno gledanje na radno vrijeme održavaju inercija, navika i manjak logičnog razmišljanja. Iako je tehnologija mnogo napredovala i svakim danom sve više napreduje, zapošljavanje kao da je ostalo daleko u prošlosti. Iako se, objektivno ugovor može zaključiti preko interneta, a ostatak vremena utrošiti na željene aktivnosti, zaposleni čekaju da sat otkuca kraj radnog vremena i time se guši kreativnost. Po njima, radnicima treba dati potpunu autonomiju jer rad nije radno mjesto, već ono što se radi. Takvu strukturu treba graditi na povjerenju. Međutim, početkom maja ove godine Best Buy je napustio princip poslovanja zasnovan na fleksibilnosti. Predstavnici kompanije su kao razlog naveli potrebu praćenja rada zaposlenih, a ne samo rezultata. Kreatorke ROWE-a smatraju da je program neka vrsta „žrtvenog jarca“ i da se on nepravedno okrivljuje za probleme koji su izazvani lošim menadžmentom. One, dalje, smatraju da bi liderski tim trebao da se koncentriše na kreiranje jasnih, mjerljivih ciljeva i stvaranje odgovornosti za ostvarivanje tih ciljeva kod radnika. Umjesto toga, oni su posvećeni nadgledanju hodnika, određivanju radnog vremena i delegiranju zadataka.
Best Buy nije jedina organizacija koja je u skorije vrijeme napustila sistem rada zasnovan na fleksibilnosti. Menadžeri Yahoo-a, Bank of America i Zappos-a takodje preferiraju tradicionalniji pristup radnom vremenu. U vrijeme kad tehnologija omogućava da posao obavljamo gdje god poželimo, ovakvi poslovni potezi izazivaju brojne debate, naročito kad su u pitanju kompanije zasnovane na elektronskom poslovanju.
Istraživanje koje je sprovela neprofitna organizacija Catalyst obuhvatilo je 726 pojedinaca sa MBA diplomom, zaposlenih u različitim profitnim i neprofitnim organizacijama u različitim industrijama. Uprkos pažnji koju su Best Buy, Yahoo! i ostali dobili zbog napuštanja fleksibilnih radnih praksi, istraživanje je pokazalo da su takvi slučajevi rijetki. Čak 81% ispitanika je izjavilo da trenutno radi u kompaniji koja nudi neku vrstu fleksibilnog radnog odnosa. Istraživanje je pokazalo da je fleksibilno radno vrijeme, u stvari, pravilo, a ne izuzetak u današnje vrijeme.

Zaključak:
Iz gore navedenog može se zaključiti da fiksno radno vrijeme ne dovodi do najboljih mogućih performansi pojedinaca i organizacije. Pošto su organizacije u sve većem broju počele da vode brigu o motivaciji i zadovoljstvu zaposlenih, fleksibilno radno vrijeme je postalo standard. To smanjuje mogućnost zapošljavanja za pojedince koji smatraju ovakav način rada problematičnim. Naravno, organizacije moraju biti vrlo pažljive prilikom sprovođenja ovog principa. Njegove prednosti i nedostaci utiču kako na život pojedinca, tako i na život organizacije kao cjeline. Najvažnije je da poslodavci i menadžeri nauče da vjeruju zaposlenima da će posao biti završen u skladu sa zadatim rokom prestanu brinuti o tome gdje i kada je posao završen.

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