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| 2. |
- Andersson, Thomas, 1970-, et al.
(författare)
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Strategies for co-workership retention
- 2021
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Ingår i: Human Resource Development International. - : Informa UK Limited. - 1367-8868 .- 1469-8374. ; 24:4, s. 425-445
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Tidskriftsartikel (refereegranskat)abstract
- Co-workership is a Scandinavian working life concept that is based on post-bureaucratic organizing, the cornerstones of which are decentralization and a vision of responsible individual autonomy and participation. Research has shown positive results from implementing/developing co-workership in organizations; however, in terms of the post-bureaucratic character of the concept, it might be more challenging to retain positive results than to succeed with short-term development and implementation. This study aimed to describe and analyse the retention of co-workership. A qualitative case study based on interviews and observations was conducted at an elderly care unit that had attracted a lot of attention for its organizational development, largely due to co-workership. The present study focused on retention of the active co-workership that the former development had resulted in. Four main challenges were identified as central to co-workership retention. The paper contributes to the scientific community concerning retention of organizational development efforts, particularly by emphasizing the concept of co-workership retention, which is crucial for producing excellent operational performance over extended periods of time.
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| 3. |
- Fasth, Jonas, et al.
(författare)
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Internal openness? How and why managing directors in SMEs involve employees in strategic conversations
- 2023
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Ingår i: International Journal of Entrepreneurial Behaviour & Research. - 1355-2554. ; 29:11, s. 268-291
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Tidskriftsartikel (refereegranskat)abstract
- PurposeThis paper investigates the ways managing directors (MDs) in small and medium-sized enterprises (SMEs) involve employees in strategic conversations. The paper examines how managers interact with employees in strategic conversations, and why the managers do so (or do not), to generate empirically grounded knowledge about the nature of internal openness in SMEs.Design/methodology/approachThis study employs a general inductive approach and is based on in-depth interviews with 60 Swedish MDs with development and growth ambitions.FindingsThe paper develops a model of employee involvement in strategic conversations based on the nature and intensity of the MD-employee interaction. A key finding is that SMEs exhibit wide variation in terms of employee involvement, from virtually no employee involvement to, in some cases, far-reaching company democracy. The reasons for this variation are complex, but personal preferences and company size are shown to have an impact, as does, to some degree, ownership structure. In contrast to existing research, the limitations and drawbacks of involving employees in strategic conversations are outlined.Originality/valueThe study provides important insight into MDs' views and practices of internal openness in strategic conversations in SMEs. A model of employee involvement in strategic processes is outlined, and potential limitations of internal openness are highlighted.
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| 4. |
- Häll, Agneta, et al.
(författare)
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How hard can it be? A qualitative study following an HRT implementation in a global industrial corporate group
- 2023
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Ingår i: Personnel Review. - : Emerald. - 0048-3486 .- 1758-6933. ; 52:5, s. 1632-1646
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Tidskriftsartikel (refereegranskat)abstract
- PurposeThe purpose of this paper is to critically study the implementation and contextualization of the human resource transformation (HRT) management model within the human resources (HR) function of a global industrial company group.Design/methodology/approachA qualitative case study that includes two data collections.FindingsImplementation of the HRT model led to tensions and conflicting interpretations of the mission of the HR function, and a "tug of war" about the distribution of work both within HR and between HR and line management. Splitting the HR function into three legs made the HR function's learning cycles more difficult. The corporate group had a decentralized and diverse business culture, and contextualization of the HRT model to this setting highlighted the model's embeddedness in the American business culture of centralization and standardization. Implementation of the model also entailed a transition from an employee to an employer perspective within HR.Research limitations/implicationsFor an assessment of HR's total work other parts of the HRT model (Ulrich and Brockbank, 2005) need to be involved since HR professionals in the insourced or outsourced shared service center (SSC) and Center of Expertise (CoE) and the e-HR tools are equally important for executing the total HR's mission. Further studies of the problematic human resource business partner (HRBP) role are needed and also what the development of e-HR solutions means for the HR profession.Practical implicationsThe authors argue for a continuous development of HR work, along with closer professional contact both with line managers (LMs) and within the HR function, for improved learning cycles and a need for contextualization when implementing management models.Social implicationsThe paper discusses the HRT model's impact on HR practitioners' and LMs' work practice.Originality/valueThis article shows the need for contextualization when implementing management models. The lack of such contextualization led to severe tensions, and the intentions of an efficient and respected HR function were not achieved. The study contributes an evaluation of the tensions between HRT as a normative and standardized model in business settings accustomed to variety and decentralized decision-making.
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| 5. |
- Kazemi, Ali, 1976-, et al.
(författare)
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How You Appraise Your Relationship With Your Colleagues Matters, but Not as Much as How You Appraise Your Relationship With Your Manager : Predicting Employee Job Satisfaction and Commitment
- 2024
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Ingår i: Psychology of Leaders and Leadership. - : American Psychological Association (APA). - 2769-6863 .- 2769-6898.
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Tidskriftsartikel (refereegranskat)abstract
- Leader-member exchange (LMX) is the foremost relational approach to leadership. Building upon the LMX theory, this study aimed to examine the associations between three types of relationship appraisals in the workplace: leader-member (leader LMX), member-leader (member LMX), and member-member relationships (collegial climate), and their impact on employee work attitudes (i.e., employee job satisfaction and commitment). Questionnaire data were obtained from a sample of retail managers (n = 113) and retail workers (n = 555) in the Swedish retail sector. Mediation analyses confirmed the novel hypotheses that member LMX and collegial climate fully mediate the association between leader LMX and employee job satisfaction. However, in predicting employee commitment, the only significant mediator was member LMX. This study not only contributes to the existing LMX theory and research but also adds to the expanding body of knowledge in the field of positive organizational scholarship exploring the significance of positive workplace relationships in shaping employee attitudes.
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| 6. |
- Kazemi, Ali, 1976-, et al.
(författare)
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How you appraise your relationship with your colleagues matters, but not as much as how you appraise your relationship with your manager : Predicting employee job satisfaction and commitment.
- 2024
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Ingår i: Psychology of Leaders and Leadership. - : Educational Publishing Foundation. - 2769-6863 .- 2769-6898.
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Tidskriftsartikel (refereegranskat)abstract
- Leader–member exchange (LMX) is the foremost relational approach to leadership. Building upon the LMX theory, this study aimed to examine the associations between three types of relationship appraisals in the workplace: leader–member (leader LMX), member–leader (member LMX), and member–member relationships (collegial climate), and their impact on employee work attitudes (i.e., employee job satisfaction and commitment). Questionnaire data were obtained from a sample of retail managers (n = 113) and retail workers (n = 555) in the Swedish retail sector. Mediation analyses confirmed the novel hypotheses that member LMX and collegial climate fully mediate the association between leader LMX and employee job satisfaction. However, in predicting employee commitment, the only significant mediator was member LMX. This study not only contributes to the existing LMX theory and research but also adds to the expanding body of knowledge in the field of positive organizational scholarship exploring the significance of positive workplace relationships in shaping employee attitudes. (PsycInfo Database Record (c) 2024 APA, all rights reserved)
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| 7. |
- Oudhuis, M., et al.
(författare)
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The viability of the Scandinavian work-life model and the impact of lean production: The case of Scania
- 2020
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Ingår i: Economic and Industrial Democracy. - : SAGE Publications. - 0143-831X .- 1461-7099. ; 43:2, s. 748-772
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Tidskriftsartikel (refereegranskat)abstract
- From the 1970s through the 1990s, Scandinavian work-life, especially in Sweden, was an international role model for work organization and industrial relations. Practices such as job enrichment, teamwork in semi-autonomous groups, multi-skilling, and long work cycles were commonplace. This article investigates if and how such practices, the Socio-Technical Systems model (STS), are still followed in Sweden after the arrival of lean production. The study was conducted at Scania, a Swedish heavy truck and bus manufacturer well-known for its innovative work organization and its previous use of a socio-technical work design. The study finds that as this production and management model has been substantially marginalized, a new model has emerged. The new model, inspired by the Toyota Production System and lean, is characterized by a line organization design, standardized work processes, daily control, all shorter cycle-times, permanent team leader positions, position ownership, and continuous improvement with rotation possibilities. This new model, Scania Production System (SPS), has enjoyed considerable success. Yet challenges remain with respect to employee commitment to work and their boredom with highly-paced, repetitive work, leading to an advocacy for more of a hybrid model between the SPS and the STS models. Although the study is performed in only one company it is an exemplar company in Sweden which has been highly influential also beyond the transportation industry. The article also expands the scientific knowledge of production systems by the help of a novel stakeholder model. The article's contribution is its demonstration of current work organization practices and to what extent these represent continuity or new trajectories. Lean production has had a vigouous reception in Scania but there are problematic features that are distinct from a stakeholder model perspective.
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| 9. |
- Tengblad, Stefan, 1966-, et al.
(författare)
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The struggle for industrial democracy in Sweden : A sociological macro-meso analysis 1960–2020
- 2024
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Ingår i: Economic and Industrial Democracy. - : Sage Publications. - 0143-831X .- 1461-7099.
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Tidskriftsartikel (refereegranskat)abstract
- Sweden has the reputation of being one of the most progressive countries in the world concerning work-life development and industrial democracy. In this article, an analytical overview of the development in these areas is provided, which includes the antecedents, major events, actor positioning and also the broad-term outcomes. Two major reform movements are described: one aiming to create a radically different work-life where workers control their own work with a power balance between labour and capital, and one a reformist movement aiming to create a degree of co-determination and a more engaging work-life without any major changes in power relations. The case shows that the radical movement was not able to generate radical change and that the reformistic movement achieved only partial success. The outcome over time has been a decreased interest in work-life development where co-determination practices are heavily institutionalized but perhaps do not provide better conditions for workers than in many other advanced industrial countries with a lesser degree of formal co-determination.
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