Den goda lönecirkeln: Strategier i löneprocessen - medarbetare och organisation i samklang?
Independent thesis Basic level (degree of Bachelor), 10 credits / 15 HE creditsStudent thesis
The purpose of this study was to examine and analyze the payroll process at LKAB, this with a focus on the moments which includes the interaction between managers and employees, for example in the performance appraisal. To achieve the purpose, twelve qualitative interviews with managers and union representatives has been done. Interviews with the union representatives are primarily to visualize a picture of the today-situation and get a better understanding of the payroll process, seen from their point of view. The results show that there is an ambiguity in the directives, which creates uncertainty among both managers and employees. The fact that there are three local agreements causes a differentiation in the setting of certain stages of the process. This results in cases of confusions as it also has three different requirements (although it’s basically the same) on the implementation of the talks between manager and employee, for example the performance appraisal. Depending on where in the hierarchy the manager is, he is in need of various forms of support. This is also a matter of routine and experience. The first-line manager has often a relatively short experience in leadership and he has a lack of management skill. This manager is in need of more support than the experienced manager. The main point which is reach in this study are that the lack of guidance, directives and procedures that relates manager to the payroll process has it’s weak sides and the managers doesn’t work consistently even if they work rather alike. The lack of directives and the presence of several different documents in the same subject can also affect that the managers doesn’t take the process seriously. LKAB have today a should-requirement for the performance appraisal; accept where there is a must-requirement due to collective agreement. I recommend LKAB to change the “should” to a must-requirement, this to accommodate both professional development and personal development but also to increase the value of the employee. A unified approach within LKAB also gives all individuals in the company the same conditions and promotes both employee and organization. Today are several managers both manager and specialists in their profession. A number of the managers in LKAB has been recruited to their management position primarily though their expertise in the area – of course with a complementary skill in management and leadership. It emerges in some of the interviews that there are some of the managers that values their professional role as a specialist rather than role as a manager. This essay is written upon a request from LKAB. I hope that the essay can be a platform for LKAB in their continued effort to develop the payroll process and to integrate the managers, and also the union representatives. The theoretical framework deals with organizational theory, organizational culture, the scope for action and motivation theory. Keywords: Sociology, payroll process, performance appraisal, motivation, scope for action, LKAB.
Place, publisher, year, edition, pages
2011. , 94 p.
Social Behaviour Law
Samhälls-, beteendevetenskap, juridik, sociologi, löneprocess, utvecklingssamtal, motivation, handlingsutrymme, LKAB
IdentifiersURN: urn:nbn:se:ltu:diva-55673Local ID: c8354172-aef2-45c2-ac41-4b68cbce96e3OAI: oai:DiVA.org:ltu-55673DiVA: diva2:1029057
Subject / course
Student thesis, at least 15 credits
Sociology, bachelor's level
Validerat; 20110907 (anonymous)2016-10-042016-10-04Bibliographically approved