Keskustelu yliopiston uudesta palkkausjärjestelmästä - akateemisten arvojen murtaja vai toiveiden täyttäjä?

There has been a change in university´s position in society during the last of decades from traditional university to result-based university. Result-based is considered as a steering mechanism. The context in this study is the period when the New Salary System was introduced. In the New Salary System salary is based on the performance appraisal made by the supervisor. The purpose of the study was to understand the discussion of the New Salary System and how this discussion should be interpreted. The research task had two parts. In the first part the objective was to identify how the academic work was conceptualised. In the second part I analyzed how one related to the New Salary System and how this was interpreted in relation to representation of academic work. The research material consisted of webblogs from the year 2005. Webblogs were located in the internet and one had free access to them. Mostly employees from Finnish universities wrote to them. Besides the salary system writers discussed the university and the academic work. Two different ways of talking about the academic work were found in research material. In the first one the academic work was based on community and in the second one on individuality. When community was emphasized writers discussed also science and research and academic traditions such as peer review. When individuality was emphasized writers discussed individual performance and the importance of salary according to one´s performance. The analysis shows that the New Salary System was opposed and supported. Opposition was based on arguments for the traditional university; peer review, truth, academic profession, academic community and university’s autonomy are the most important arguments. Supporters used arguments such as the need to make individual´s performance visible and breaking the existing power structures.

Integration or disintegration? Human resource implications of a common corporate language decision in a crossborder merger

The primary purpose of introducing a common corporate language in crossborder mergers is to integrate two previously separate organizations and facilitate communication. However, the present case study of a cross-border merger between two Nordic banks shows that the common corporate language decision may have disintegrating effects, particularly at organizational levels below top management. We identify such effects on performance appraisal, language training and management development, career paths, promotion and key personnel. Our findings show that top management needs to work through the consequences of the language decision upon those who are expected to make such a decision work.