| 1. |
- Andersen, Torben, et al.
(author)
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Nordic HRM: Distinctiveness and Resilience
- 2016
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In: International Human Resource Management: Contemporary HR Issues in Europe. Eds.: Dickmann, M., Brewster, C. and Sparrow, P.. - London : Routledge. - 9781138776036 ; , s. 100-114
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Book chapter (peer-reviewed)
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| 2. |
- Boglind, Anders, 1944, et al.
(author)
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HR transformation and shared services: Adoption and adaptation in Swedish organisations
- 2011
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In: Personnel Review. ; 40:5, s. 570-588
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Journal article (peer-reviewed)abstract
- Purpose – This paper seeks to compare Ulrich's model of HR transformation/shared service organisation (the “three-legged stool”) with the empirical evidence from the research. The aim of the paper is to describe the journey from theory to practice of HR transformation in organisations as they adopt and adapt the model. Design/methodology/approach – An institutional frame of reference is used for case studies of seven Swedish organisations. The respondents in the 192 interviews are HR professionals, line managers and other stakeholders. Findings – All seven of the organisations adopted the HR transformation as a standard blueprint. Management consultants played a leading role in this process. HR service centres were established, the local HR staffs were reduced radically, and the remaining role, the HR business partners, took on lesser importance. During the adaptation process a variety of solutions resulted, some of which were innovations. Research limitations/implications – Because of the small sample size, the generalisability of the results is somewhat limited. Practical implications – The results may useful to both researchers and practitioners, whether they are involved in the study or in the re-organisation of HR. It is not easy to imitate a theoretical model or a “best practice” model without taking the translation process into consideration. Originality/value – Previous studies have not examined how HR transformation/shared service travels in different organisations using this number of interviews in in-depth research. These results show that achieving the desirable HR organisation depends on the translation and interpretations of the concepts in the local context
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| 3. |
- Boglind, Anders, 1944, et al.
(author)
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HR Transformation in the Swedish context – global concepts, local adaptations
- 2009
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In: the Dutch HRM Conference, VU University, Amsterdam, 13-14 November 2009.
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Conference paper (peer-reviewed)abstract
- The globalization of the market for management ideologies means that same ideas are offered everywhere. This goes for ideas about management in general as well as for subsections like human resource management. What happens when a “global” HRM concept hits the ground? To what extent is it adapted to the local context? The basis for our discussion is data from an on-going research project where we describe and compare the way the concept and practice of HR Transformation has been adopted and adapted in seven big Swedish organisations. One main finding is that the complexity of the original ideas is reduced, resulting in a standard HRT concept, which is adopted by all of our organisations, irrespective of their business. When implemented the standard blueprint is adapted and the result is a variety of solutions, more or less related to the institutional context, national and corporate. Both the direction of the adaptations and the prospect for sustainability depends on the fit between the HRT and the institutional context. Some parts, like the centralized and system-supported shared service go well together with other dominating trends. Others, like the Business Partner role has less institutional support and may be difficult to sustain. In most cases the value adding aspect of HR Transformation gets a secondary role, and the capacity to cut costs and increase management control takes the upper hand. The practice of benchmarking and the urge for following “best practice” contributes to this process. Duplication of consultantsʼ recipes and imitation of companies considered to be role models has in most cases been the input to the adaption process. On the other hand, a few of the companies we have studied have been able to make their HRT journey to an integral part of their continued working methods. Where the HRT eventually lands is an open question. Neither theories nor recipes are objects; rather they are subjects that change when they are used. Further research including data from other countries may help us to a better answer.
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| 4. |
- Boglind, Anders, et al.
(author)
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HR-transformation på svenska
- 2021
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Book (other academic/artistic)abstract
- Några år in på 2000-talet började många svenska organisationer förändra sin HR-funktion utifrån ett koncept som utvecklats i amerikanska storföretag. Konceptet marknadsfördes internationellt av konsulter som ”HR transformation”. Kombinerat med en leveransmodell baserad på shared service, inspirerad av den amerikanske gurun Dave Ulrich, var målet effektivisering och omfokusering mot mer strategiska HR-uppgifter. Vi har följt sju svenska organisationers försök att införa konceptet. Vi ville förstå varför det fått ett så stort genomslag och i vilken grad det påverkat för HR-arbetets inriktning och arbetssätt samt konsekvenser för linjechefer. Resultaten visar att transformationsidéerna var attraktiva därför att de kunde kopplas till rationella mål om kostnadseffektivisering och central kontroll. Men genomförande och måluppfyllelsen varierar och har ofta påverkats av faktorer som inte beaktats i den rationella planeringsprocessen. I denna upplaga har vi gjort uppföljande studier och undersökt konceptets ställning. I det avslutande kapitlet diskuteras hur det framtida HR-arbetet kan organiseras för att hantera samspelet mellan digitalisering, människor och sociala värderingar.
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| 5. |
- Boglind, Anders, 1944, et al.
(author)
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HR-transformation på svenska: om organisering av HR-arbete
- 2013
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Book (other academic/artistic)abstract
- Några år in på 2000-talet började många svenska organisationer förändra sin HR-funktion utifrån ett koncept som utvecklats i amerikanska storföretag. Konceptet marknadsfördes internationellt av konsulter som ”HR transformation”. Kombinerat med en leveransmodell baserad på shared service, inspirerad av den amerikanske gurun Dave Ulrich, var målet effektivisering och omfokusering mot mer strategiska HR-uppgifter. Vi har följt sju svenska organisationers försök att införa konceptet. Vi ville förstå varför det fått ett så stort genomslag och i vilken grad det påverkat för HR-arbetets inriktning och arbetssätt samt konsekvenser för linjechefer. Resultaten visar att transformationsidéerna var attraktiva därför att de kunde kopplas till rationella mål om kostnadseffektivisering och central kontroll. Men genomförande och måluppfyllelsen varierar och har ofta påverkats av faktorer som inte beaktats i den rationella planeringsprocessen. I en senare utkommen version 2021 har vi gjort uppföljande studier och undersökt konceptets ställning. I det avslutande kapitlet diskuteras hur det framtida HR-arbetet kan organiseras för att hantera samspelet mellan digitalisering, människor och sociala värderingar.
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| 6. |
- Damm, Margareta, 1946, et al.
(author)
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Minskad sjukfrånvaro : en fråga om arbetsgivarincitament? Medfinansieringsreformen ur ett arbetsgivarperspektiv
- 2008
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Reports (other academic/artistic)abstract
- Studien utvärderar medfinansieringsreformen som kom att gälla 2004-2006 och vars intention var att med ekonomiska incitament få arbetsgivare att ta ett ökat ansvar för att minska den sjukfrånvaro som i början av seklet ansågs mycket stor. För att förklara ar-betsgivarnas förhållningssätt besvaras först följande frågor: • Vad gör arbetsgivarna för att de anställda inte skall vara frånvarande från arbetet? Hur har de på denna punkt eventuellt förändrat sitt handlande på grund av refor-men? • Hur påverkas jämställdheten av de nya incitamenten, till exempel med hänsyn taget till att kvinnor vanligtvis står för högre andel av sjukfrånvaro? • Hur förhåller sig arbetsgivarna till ekonomiska analyser och kalkyler av sjukfrånvaron och reformen? Vilka ekonomiska resultat kan skönjas? • Hur ser arbetsgivarna efter reformens genomförande på sitt ansvar att förebygga ohälsa och vidta rehabiliterande insatser? Har reformen förändrat synsättet? Frågorna besvaras dels med hjälp av en enkät och dels med en serie fallstudier från företag och förvaltningar. I analysen dras slutsatsen att arbetsgivare, oavsett reformen, tar ansvar för att åtgärder som antas förebygga ohälsa eller rehabilitera sjuka genomförs, men att de vare sig kan eller vill, annat än marginellt, ta ansvar för sjukfrånvaron och dess orsaker.
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| 7. |
- Hällsten, Freddy, 1958
(author)
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Career Perspectives for Personnel Managers in the HR Shared Service Organization
- 2011
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In: Nordic Academy of Management conference 2011, Stockholm University, August 22–24.
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Conference paper (other academic/artistic)abstract
- Increasing complexity of the HR function has both amplified the tasks of personnel managers and made them more heterogeneous. In this paper, we argue that organizations should develop career perspectives within the HR function to make the HR function more attractive for qualified staff, to improve its internal coordination and the competence level of personnel managers. We use the HR Shared Service Organization (SSO) model to illustrate how organizations can design career paths that foster coordination between different HR sub-units and provide career opportunities for people with interest in general managerial, HR expert and project careers. In transferring insights from contemporary career research to the field of HR, our paper addresses the neglected challenges of staffing the HR function.
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| 8. |
- Hällsten, Freddy, 1958
(author)
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Decentraliserat personalansvar
- 2000
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In: Handla med människor : perspektiv på human resource management. Redaktörer: Ola Bergström, Mette Sandoff. - Lund : Academia Adacta. - 9197320099
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Book chapter (other academic/artistic)
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| 9. |
- Hällsten, Freddy, 1958
(author)
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Det dygdiga personalansvaret: om chefers ansvarstagande för personal utifrån etiska perspektiv
- 2003
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Doctoral thesis (other academic/artistic)abstract
- The virtuous responsibility for personnel About managers assuming of responsibility from ethical perspectives Managers are nowadays seen to be those who have the responsibility for managing staff as well as personnel work, i.e., recruitment, introductions, and competence development. This is confirmed by theories from Human Resource Management (HRM) and other managerial perspectives. But how the responsibility for personnel works and how managers construct them-selves as responsible is so far neglected. One way to examine this is to use ethical perspectives, especially virtue- (inspired by Aristotle), duty- (deon-tological) and utility-ethics. The study concerns first line managers within two construction departments at the Volvo Car Corporation in Göteborg. It is an interpretative study drawing its inspiration from ethnographical research. The study shows a great variation between managers. Some actively take responsibility and continuously construct the taking of responsibility and thus create virtues, some only have responsibility and lack the ability to reconsider their constructions. The latter get caught in constructions related to duties or utility-criterions. The most important virtue found in this study is called combination ability, i.e., the good managers could combine responsibility for staff with technical responsibility. If the organi-sation wants to have virtuous and responsible managers, they ought to consider the necessity of new routines, orders, rules, values and utility-criterions that could restrict managers autonomy and their real praxis, i.e., their acting based in their character (virtue). Aristotelian virtue-ethics could help actors within the organisation to be aware of actions related to responsibility for staff, and their importance for both employees and com-pany, while HRM-theories consider this kind of responsibility as a black box.
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| 10. |
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| 11. |
- Hällsten, Freddy, 1958
(author)
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Förmåga till medarbetarskap
- 2008
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In: Arbets(o)förmåga - ur ett mångdisciplinärt perspektiv. Vahlne Westerhäll, L. (red.). - Stockholm : Santérus förlag. - 9789173590105 ; , s. 89-112
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Book chapter (other academic/artistic)
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| 12. |
- Hällsten, Freddy, 1958
(author)
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Good leadership is achieved by virtuous relationships
- 2005
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In: NFF, Aarhus, Denmark. August 1820th 2005.
-
Conference paper (peer-reviewed)abstract
- In this paper I discuss what good leadership means and how it can be manifested in the leader-follower relationship, in a way that could prove advantageous for both organisation and employees, including effectiveness and ethics. I consider theories about different leadership styles, i.e. task-oriented versus relation-oriented, together with Burns (1978) theories about transformational and transactional leadership, and various ethical perspectives. These perspectives are 1)teleological theories which means the end justifies the means, and the outcome will be stressed, e.g. utilitarian and ethical egoism, 2) the deontological duty ethics, which focus on the rules people ought to follow; they have moral obligations independent of the outcome (Aronson, 2001), and 3) Aristotelian virtue ethics, which involves our day-to-day actions as well as the character of the actors (Hällsten, 2003). Good leadership is connected to relationships between leaders and followers, as well as to ethics (Ciulla, 2004). I use a qualitative, in-depth, and interpretive method, describing three managers practise at Volvo Car Corporation, especially focusing one of them as representing the good leadership. I argue in favour of a combination of different styles together with ethical considerations. The good leadership should be task- and relationoriented, transformational (without excluding transactional aspects), and virtuous. It should also include knowledge about technical issues, because this gives the relationships legitimacy. All these aspects gives an integrated whole for the relationships. When a manager is able to create such good relationships, together with the co-workers, there are advantages for both parties. The advantage for the company is that the production-process works well with fewer disturbances; for the co-workers it means that they have a manager/leader who is interested in their work as well as in themselves as human beings. Good leadership is based upon achieving virtuous or excellent relationships. Some of the virtues that have been found during this study are dialogic skill, adaptability, flexibility and caring.
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| 13. |
- Hällstén, Freddy, 1958, et al.
(author)
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HR transformation and shared service organisation on export - theoretical frames
- 2018
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In: XI International Workshop Human Resource Management, Sevilla, 25-26 October 2018.
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Conference paper (peer-reviewed)abstract
- The aim of this paper is to analyse the prerequisites for exporting the concept HR transformation and HR shared service organisation within MNCs, by studying earlier research and theoretical influences. Thereby the intention is to create a theoretical frame of reference that constitutes the basis for future empirical studies. The paper includes previous research on HR transformation/shared services and analyses this in relation to international HRM, international business, and institutional theory. The result shows that it is complicated to export such a concept over borders, due to all aspects that must be considered. Implementing an international HR transformation/ shared services at multinational corporations entails particular challenges as regards different legislation, institutions, cultures, and languages. Further studies are needed about the journey/process, i.e. how different companies have introduced HR transformation/shared services into their subsidiaries in different countries, as well as the results, i.e. successful and failed examples from different companies.
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| 14. |
- Hällsten, Freddy, 1958, et al.
(author)
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HR Transformation – empiri och teori som bas för fördjupad forskning om det förändrade personalarbetet
- 2007
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In: HRM Workshop 2007 – om svensk Human Resource Management, Handelshögskolan vid Göteborgs universitet, 27-28 september.
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Conference paper (other academic/artistic)abstract
- En världsomfattande reformering av personal- eller HR-arbete har nu även nått Sverige. Benämningen är ”HR transformation” (HR-T) och har sitt ursprung hos forskaren och konsulten David Ulrich. Innebörden är att personaladministrativa uppgifter flyttas ut till externa leverantörer (outsourcing) eller till linjechefer och medarbetare, samtidigt som kvarvarande HR-arbete differentieras, specialiseras och ges en mer strategisk inriktning, som påverkar det operativa stödet till linjen. Motiven för förändringarna är främst ökad effektivitet och affärsmässighet samt större strategisk kompetens hos personalvetare/HR-medarbetare. HR-T:s utbredning och effekter i Sverige har tidigare inte varit förmån för forskning och det finns således inga tydliga svar på frågan vad införandet av HR-T inneburit för de större företag och andra organisationer som anammat konceptet. Behov finns därmed att undersöka hur de förändringarna inverkat på HR-arbetets organisering. Genom att göra en genomgång och analys av vad som hittills skrivits kring ”HR Transformation” och dess konsekvenser avser vi att bidra till en kunskapsbas, att utgå ifrån vid fortsatta studier inom området. Syftet är att finna relevanta forskningsidéer och delprojekt inom HRM och HR-T med behov av empiriska studier. HR-områdets utveckling är i stor utsträckning konsultdriven, vilket gör att det är ont om både teoretiskt grundade analyser och om goda empiriskt baserade uppföljningar av verkningssätt och konsekvenser. Sådana behövs som underlag för en konstruktiv diskussion om hur personalarbetets organisation kan bidra till arbetsplatser som är både ekonomiskt och socialt hållbara. Bland de viktigaste forskningsidéerna som utvecklats finns hur förändringarna genomförts, hur HR-arbetet omfördelats mellan interna och externa aktörer samt vilka konsekvenser som är skönjbara för verksamhet, chefer och medarbetare. De teorier som är relevanta att använda vid genomförande av dessa forskningsidéer är bl a HRM, institutionell teori, professionsteori, genusteori och effektivitetsrelaterade teorier, t ex om outsourcing.
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| 15. |
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| 16. |
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| 17. |
- Hällsten, Freddy, 1958
(author)
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Medarbetarskapets etik
- 2006
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In: Medarbetarskap i praktiken. - : Studentlitteratur, Lund. - 9144038984 ; , s. 223-241
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Book chapter (other academic/artistic)
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| 18. |
- Hällsten, Freddy, 1958, et al.
(author)
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Mervärde av jämställda löner? Utvärdering av JämO-projektet "Project on Equal Pay"
- 2005
-
Reports (other academic/artistic)abstract
- "Project on Equal Pay" var ett EU-finansierat JämO-projekt med syfte att bidra till jämställda löner genom att påvisa mervärden samt att ta fram användbara verktyg för lönekartläggning och löneanalys m m. Tio företag och kommuner medverkade och studerades under 2002-2003 via deltagande observation, intervjuer och enkät. Alla organisationerna genomförde lönekartläggning och en hann upprätta en handlingsplan för jämställda löner. Förankringen i organisationerna och beslut om heltäckande lönekartläggning tog längre tid än förväntat och var inte klart vid projekttidens utgång. Verktygen var uppskattade och deltagarna övertygade om att jämställda löner skapade mervärde. Lagkravet var dock viktigare för engagemanget än eventuella mervärden. Projektet gav positivt underlag för informationsspridning, lönesättning och diskussion om arbetsinnehåll. På sikt är förändrade värderingar avgörande för framgång.
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| 19. |
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| 20. |
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| 21. |
- Hällsten, Freddy, 1958
(author)
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Personalekonomi och "det goda" om etik och effektivitet i arbetet : Human Resource Costing and Accounting and the Good about ethics, efficiency and work
- 1997
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Licentiate thesis (other academic/artistic)abstract
- Can Human Resource Costing and Accounting (HRCA) contribute when creating the good work? What kind of perceptions are dominating among HRCA-actors the system directed striving to attain organisational utility or the actor-directed aimed at the dignity of the individual? What consequences are discernable if one of them is dominant? The good can be characterised by utilitarianism to create the utmost possible utility. The good can also be considered from an action-theoretical perspective, that is based on Aristotles ideas about ethics (phronesis and praxis). I have used a hermeneutic interpreting method. Interviews are made with a couple of actors who have worked, or in some other way been in touch with, HRCA and the good. HRCA-methods, especially in accounting, have had problems in becoming recognised as a useful instrument with regard to reaching effectiveness as well as encouraging the dignity of the individual. The result of this is that the thought of HRCA being able to contribute to the good work disappears. There are examples of measures which have been taken and that can be connected with good work. But these types of actions are first connected with the convictions of the individual. Beliefs and intentions are of greater importance than utility-maximizing account and calculations systems. Utility-maximizing is the dominant idea. If the utilising assumption is strained then the studied organisations risk becoming even more instrumentalized. A further build-up of the system does not necessarily lead to more and better measures on actor-level.
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| 22. |
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| 23. |
- Hällsten, Freddy, 1958
(author)
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To promote coworkership – an HR role?
- 2007
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In: 5th International Conference of the Dutch HRM Network, In Search of Balance: Managing the Dualities of HRM, 9–10 Nov. i Tilburg, Holland..
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Conference paper (other academic/artistic)abstract
- The most important assignment for HR-work is to deliver value, according to Ulrich & Brockbank (2005). The value could be to create organizational capabilities and human abilities, including “talent, speed, collaboration, accountability, shared mindset, learning, and leadership” (p. viii). One way to promote these aspects could be to work with coworkership or “medarbetarskap” in Swedish. Coworkership is a long-termed philosophy characterized by employee responsibility, participation, co-operation, and confidence and open-mindness, within organisational frames. The purpose with this paper is to discuss how HR departments can contribute to coworkership, and if they by this can maintain the role of being the employee advocate, which Ulrich & Brockbank (2005) think is one of five important HR roles. Can and should HR be the promoter of coworkership? The results show how a lot of organisations are using the concept coworkership (medarbetarskap) in their policies, and as a way to discuss the employees’ performance, but still there is much to do to really realise all the good intentions. The role of HR departments is often to coordinate the process to develop coworkership, and to work out the policies, just as they do with leadership issues. To really achieve the good intentions and long-termed results HR departments should reflect their own coworkership to set their own example, and influence managers and their employees. Then it is easier to take the role of promoter of coworkership. A well-developed coworkership presupposes close cooperation between HR departments and line-managers, which confirm the HRM-ideas about the common responsibility for employment relationships. HR managers and specialists could take the role of being employee champion/advocate, at least to understand “the employee perspective”. This could be a way to even maintain the other roles, as strategic partner, developer, functional, and leader role. These roles are employer roles and should not be mixed with the trade unions roles and missions.
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| 24. |
-
Medarbetarskap i praktiken
- 2006
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In: Medarbetarskap i praktiken. - Lund : Studentlitteratur. - 9144038984 ; , s. 9-32
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Editorial collection (other academic/artistic)
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| 25. |
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| 26. |
- Reichel, Astrid, et al.
(author)
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Societal contingency of HR managerial power sources: The relevance of experience and academic degree of HR executives for HR managers' strategic positions
- 2012
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In: IFSAM – International Federation of Scholarly Associations of Management, June 26th – 29th 2012, University of Limerick, Ireland.
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Conference paper (peer-reviewed)abstract
- The pursuit of power is a central topic in human resource management research. Max Weber defined power as "the probability that one actor in a social relationship will be in a position to carry out his (sic) will despite resistance, regardless of the basis on which this probability rests" (p. 152, Theory of Social & Economic Organization). Understanding the factors that shape power is important because the contribution of HR managers depends on their authority in an organization [i.e. ability to exert influence on organizational members]. A well established view among HR scholars is that HR managers have difficulties to acquire authority in organizations by demonstrating the impact of their activities (on organizational performance) because implementing HR activities requires a long-term perspective and allocating responsibility for effects to the HR specialist unit is difficult since many organizational members are involved in managing personnel (Galang & Ferris, 1997; Purcell & Ahlstrand, 1994; Tsui & Gomes-Mejia, 1988). Given the constraints of taking results into consideration, what factors do organizations look at for staffing HR executive positions? Contemporary research examining factors that shape power of HR managers in organizations has pointed to the importance of the HR manager’s expertise and style as important factor to develop confidence that he/she conducts HR work properly. Investigations taking up this view have analyzed the HR manager’s use of impression management tactics (Galang & Ferris, 1997), fit with signals from senior management (Kelly & Gennard, 2000) and negotiated rolerelationships with multiple constituents (Truss, Gratton, Hope-Hailey, Stiles, & Zaleska, 2002). Strong support for the argument that power depends on perceptions of expertise comes from neo-institutional approaches, however with a different view on the locus of power sources. According to this perspective, the sources of power are shaped by rationalities prevailing in institutional settings (Thornton & Ocascio, 1999: 802). The rules that operate in institutional settings shape understandings of organizations about useful characteristics of HR executives. This means that whatever influence tactics HR executives expose, whether or not they are successful relies on the fit of these tactics with distinct rules of institutional settings. [These rules remain largely out of their influence sphere according to neo-institutional approaches.] While the historical contingency of power sources has received some attention in previous 3 institutional research on HR managers (e.g., Jacoby, 2004; Legge, 1987; Trudinger, 2004), the societal contingency of power sources has been largely neglected to date. Exceptions are Brandl, Mayrhofer and Reichel (2008) who focus on gender only and Jacoby’s et al. (2005) comparative study of organizational variables in U.S. and Japan. Against this background this article examines how the distinctive rationalities that prevail in societal contexts shape the determinants of HR executive power. Empirically, we examine the importance of three characteristics of HR executives – gender, academic education and practical HR experience – for becoming strategically integrated in their organizations in Germany, Spain, Sweden and UK. In HRM, strategic integration is seen as an important indicator of HR executive power1 (Legge, 1978); it comprises both, enacted power (through involvement in actual decision-making) as well as potential power (formal status as a board member). The included characteristics of HR executives can be roughly read as representing competencies (education, experience) and personality/traits (gender) of HR executives. The integration of competencies in our study refers to the debate on HR professionalism while the inclusion of gender relates to the (less developed) debate on stratification among male and female HR professionals. We compare patterns in the importance of the three characteristics for becoming strategically integrated at the country level because the conditions under which HRM operates are primarily set by nation states. The property, production and gender regimes of the nation states that we have selected for this study incorporate distinct rationalities that suggest differences in national patterns of HR executive power sources. Our study empirically demonstrates the societal contingency of sources of HR executive power. Assuming that individual background characteristics have symbolic value, i.e. signal appropriateness of HR executives’ for mastering challenges prevailing in distinct institutional settings, we examine how rationalities prevailing in institutional settings enable particular characteristics to function as a source of power. We extend existing research on societal contingency of power sources of HR executives by showing the linkage between salience of enabling HR competencies and rules prevailing in wider contexts.
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| 27. |
- Rovio-Johansson, Airi, 1939, et al.
(author)
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En extern utvärdering av magisterprogrammet Management i byggsektorn
- 2005
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Reports (other academic/artistic)abstract
- Sedan 1999 anordnar Chalmers och Centrum för management i byggsektorn (CMB), en 1,5 årig masterutbildning med namnet Management i Byggsektorn (MB-utbildningen). En viktig orsak till denna utvärdering av MB-utbildningen är den revision av det europeiska högre utbildningssystemet som pågar med anledning av Bolognadeklarationen. Utvärderingen baseras dels på av enkätdata från 76 ingenjörer och teknologer och dels på 43 intervjuer av MB-civilingenjörer, byggarbetsgivare samt lärare och utbildningsansvariga på Chalmers. Den i huvudsak positiva bedömningen av utbildningen som har framkommit i såväl intervjuer som enkäter, gör att vi rekommenderar att utbildningen omvandlas till ett tvåårigt master-program. Vi presenterar i rapporten rekommendationer kring hur ett sådant program inom byggmanagement kan se ut. Vi rekommenderar att de moment som betonar ledarskap, ekonomi och juridik, liksom företagsnära inslag utökas. MB-utbildningen kan med denna inriktning utgöra ett värdefullt komplement till de övriga masterutbildningarna inom Chalmers.
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| 28. |
- Tengblad, Stefan, 1966, et al.
(author)
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Individer eller personal? En idéskrift om etik inom person(al)ledning
- 2000
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Reports (other academic/artistic)abstract
- Rapporten beskriver olika former av etik inom personalledning som kommer till uttryck inom dagens arbetsliv; den organisatoriska, den ekonomiska och den personorienterade. Det huvudsakliga budskapet är att samhälliga förändringar innebär en utmaning av många etablerade former av personalledning vilket pekar på behovet av att införa en mer personorienterad ledningspraktik i företag och organisationer. Rapporten utgör en idéskrift inom forskningsprojektet "Effekter av decentraliserat/lokalt personalansvar" (EDEPA) som finansieras av Rådet för Arbetslivsforskning under perioden 1999-2001.
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