Year: 2020
Type: dissertation
Abstract: The megatrends like global competition and increasing amount of knowledge-based work are changing the environment and caused many organisations to choose self-management as their way to organise. In self-managing companies there are no supervisors which usually means less monitoring and regulations for the worker. As the worker also lacks the support of a supervisor it means that they have very different wellbeing challenges and possibilities than workers in traditional hierarchical organizations. This qualitative study was conducted as a part of Mode research which focuses on self-managing organizations. The 20 semi-structured interviews conducted in two companies were all done using the same interview themes that are used in every Mode interview. The findings highlight the significance of wellbeing at self-managing organisations. The perceived support that the employees experience is highly caused by the actions the company conducts for the wellbeing of the workers. The findings also indicate that the resources that a supervisor in traditional companies provide for their subordinates, can also be provided by HR-team and co-workers. The two case companies also supported the wellbeing of their workers by many ways that are not related to self-management. These actions were highly appreciated by the employees and the actions improved the employer image in the eyes of the workers.
Source: Aaltodoc (Aalto University)
Author: Huovinen, Ville
Language: English
Field: Medicine
Domain: Health Sciences
Open Access status: green
OpenAlex ID: W7146064942