How to motivate and participate personnel in change management : Case Plan International Finland
Vänskä, Anniina (2018)
Vänskä, Anniina
Saimaan ammattikorkeakoulu
2018
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2018091415149
https://urn.fi/URN:NBN:fi:amk-2018091415149
Tiivistelmä
The purpose of the thesis was to examine change management, people motivation and participation. Additionally, it studies organisation culture, especially in non-profit organisations, and how the organisation culture in non-profit organisations differ from other organisation cultures. The purpose of this study was to understand these topics especially from the employees’ point of view in case Plan International Finland.
The aim of the empirical part in the thesis was to get more insight on how the people in the organisation experienced the change that happened, about the way change management and communication were handled, how the employees were participated, how they were motivated, and how they see their own organisation culture versus other cultures in change management. In order to get the most insight and understand more what the employees thought, it was chosen to interview the personnel with the qualitative method and with semi-structured questions. This way the answers possibly told more than just a questionnaire and discussion was as free as possible.
The results of the study show that the organisation change itself went well and was seen positively by the interviewees. They felt there is possibly too much participation and too many internal meetings at the moment, which takes time away from their actual work. As a result of the leadership model, communication and cooperation have improved, but also brought some new hindrances. The majority of the interviewees felt there had been too many changes. According to the study, the organisation culture at Plan International Finland respects values (such as democracy and equality). The personnel is very committed, motivated, and encouraged for open discussions. Based on the findings it was recommended to find more balance related to participation and internal meetings. It was also suggested to develop weekly meetings and to share team activities. Also the pace of change should be carefully considered.
The aim of the empirical part in the thesis was to get more insight on how the people in the organisation experienced the change that happened, about the way change management and communication were handled, how the employees were participated, how they were motivated, and how they see their own organisation culture versus other cultures in change management. In order to get the most insight and understand more what the employees thought, it was chosen to interview the personnel with the qualitative method and with semi-structured questions. This way the answers possibly told more than just a questionnaire and discussion was as free as possible.
The results of the study show that the organisation change itself went well and was seen positively by the interviewees. They felt there is possibly too much participation and too many internal meetings at the moment, which takes time away from their actual work. As a result of the leadership model, communication and cooperation have improved, but also brought some new hindrances. The majority of the interviewees felt there had been too many changes. According to the study, the organisation culture at Plan International Finland respects values (such as democracy and equality). The personnel is very committed, motivated, and encouraged for open discussions. Based on the findings it was recommended to find more balance related to participation and internal meetings. It was also suggested to develop weekly meetings and to share team activities. Also the pace of change should be carefully considered.