Internal Employer Brand: The factors affecting the formation of internal employer image

The purpose of this study is to identify the factors affecting the formation of employer image and attractiveness in the minds of an organization’s employees. Six employees from different backgrounds and business units within a larger organization are interviewed, and the results are compared in order to better understand the effect divergent variables have on the resulting factors. The theoretical background of the research is based on the study of the concept of employer branding, an organization’s effort in affecting the employer image it projects and attractiveness perceived by the employees and applicants. The results of the study reveal how immaterial factors, primarily related to self-actualization and social relationships, often took precedence over material ones, so long as the material factors, such as salary and work equipment, were at least on a minimum level acceptable to the employee. As such, focusing on these immaterial factors when forming an employer brand strategy is expected to yield larger benefits in form of employer attractiveness.

Organisaatiomuutoksen vaikutukset työtyytyväisyyteen - Case Autolinjat

Tämän kandidaatintutkielman tarkoituksena on tutkia työtyytyväisyyttä organisaatiomuutoksen näkökulmasta ja organisaatiomuutoksen vaikutuksia työtyytyväisyyteen. Tarkasteltavana case-yrityksenä toimii Autolinjat Oy. Tutkimuksen tavoitteena on löytää tekijöitä, jotka vaikuttavat Autolinjojen työntekijöiden työtyytyväisyyteen. Tämän pohjalta tarkoituksena on tehdä yritykselle työtyytyväisyyden kehittämisehdotuksia. Olen lähestynyt työtyytyväisyyttä teoreettisesti työtyytyväisyyden sisältö- ja prosessi-teorioilla, joihin kuuluvat Maslown tarvehierarkia, Herzbergin kaksifaktoriteoria, Lawlerin odotusarvoteoria ja Locken päämääräteoria. Tässä tutkielmassa käytetään laadullista tutkimusta. Valitsin laadullisen näkökulman tutkimukseen sen vuoksi, että täten saadaan paremmin esille työtekijöiden subjektiivista tunnetta suhteessa työhönsä ja sen ominaispiirteisiin. Tutkimustulokset osoittavat, että organisaatiomuutokseen suhtautuminen on subjektiivista, mikä tarkoittaa sitä, että jokainen yksilö suhtautuu muutokseen eri tavalla. Täten muutos on omiaan ravisuttamaan työn koettuja piirteitä, mikä taas vaikuttaa yksilön turvallisuuden tunteeseen. Joissakin tapauksissa organisaatiomuutos voi olla positiivinen asia, joka ajaa työntekijää kohti parempaa suoritusta, mutta usein organisaatiomuutoksen vaikutukset työtyytyväisyyteen ovat negatiivisia. Muutoksesta selviämiseen auttaa työtyytyväisyyteen vaikuttavien tunteiden selvittäminen, joten vuorovaikutuksen rooli muutostilanteessa on suuri. Kaiken kaikkiaan työtyytyväisyys on moniulotteinen asia, joka näkyy muutostilanteissa monella eri tavalla, johtuen tunnetilan henkilökohtaisuudesta. Muutoksen läpiviemisessä ja siitä selviämisessä on tärkeää tiedostaa lähtökohdat ja se, mihin mennään.

Ethical leadership as a way to promote work-related well-being

The purpose of this study was to clarify the connections of ethical leadership with the work-related well-being of employees. Additionally, the role of occupational health care in ethical leadership that promotes work-related well- being was analyzed. The objective of the study was to produce knowledge to support the development of ethical leadership and work-related well-being as well as to find ways for occupational health care to support organizations in these actions. The target groups of this study consisted of the managers (N=43) and employees (N=336) working in one organization in the Finnish energy industry. The population was studied in November 2014 using census. The data was gathered with two different web-based surveys containing structured and open questions. The survey for managers consisted of background questions and statements concerning ethical leadership, work-related well-being and occupational health care. The employee questionnaire consisted of questions about background and statements about work-related well-being and ethical leadership. The structured questions were analyzed with SPSS Statistical Program and the open questions using inductive content analysis. At least 80 % of the managers saw their actions as ethical in all but one part of ethical leadership. The work-related well-being of the employees was found best in the area of ability to work (91 % agreed) and lowest in the area of experience of ethical leadership (67 % agreed). The results showed a strong positive connection between ethical leadership and all the components of work- related well-being. The managers and employees were generally quite happy with the services of occupational health care but managers saw some problems with the collaboration with occupational health care. Several ways to improve work-related well-being and collaboration with occupational health care were found. One of the most important things was thought to be offering ways to maintain ability to work and making these actions visible. Investing in ethical leadership and work-related well-being is extremely important for the success of an organization and the societal benefits cannot be forgotten either. The role of occupational health care in promoting the health and well-being of employees is substantial. Occupational health care should offer managers more tools to recognize difficult situations and acting in them as well as encourage managers to seek help from occupational health care without hesitation in problematic situations of leadership.

Internal communication during an organizational change: An ethnographic case study

This study discusses the importance of internal communication during organizational change of a case study company X. The purpose of this study is to find out how to use internal communication effectively during organizational change. This study is an ethnographic cade study where a unique case of an organizational change was chosen as the research object. The theoretical background of this study consists of literature relating to the concepts of communication, organizational communication, organizational change, change management and communication of change. The empirical research conducted for this study is based on an ethnographic research method where data was collected through participant observation, informal interviews and field records in the form of a research diary. The research data was collected between September and December 2015. During this period the researcher was working within the case study organization while observing the internal communication during the organizational change process. Triangulation was used to analyze the research data in order to build a united and theoretical picture of the topic. The study finds that without clear internal communication strategy the effectiveness of communication is ought to be poor, which may lead to resistance of change, lack of trust and lower level of overall job satisfaction. Moreover the study findings highlight the importance of managerial presence during an organizational change process and consistency in using formal and informal communication and utilizing multiple communication channels. Based on the findings of this research the study suggests that during an organizational change process a clear internal communication strategy should be carefully planned and executed. The goals of internal communication should be clearly stated and communicated to the company’s employees. The findings of this study enhance importance of managers promoting sense of belonging, developing awareness of the overall change process and contributing to the manager employee relationships and trust. In addition this study points out the key factors that should be included in the internal change communication strategy which are how to ensure that the communications, both vertical and horizontal, are constant. Future research is however necessary in order to gain a more comprehensive view of the research and wider perspective of the case study. Nevertheless, this study deepens the understanding of how to use internal communication effectively during organizational change.