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Flexible working: remote working and flextime
Kalajärv, Jaana (2019)
Kalajärv, Jaana
2019
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2019112723043
https://urn.fi/URN:NBN:fi:amk-2019112723043
Tiivistelmä
The objective of the thesis is to make suggestions related to the change done end of 2015 in the case company regarding working hours and place. Case company is Finnish sales office, which is part of large international company. Before the change, work was done mainly within the certain working hours from the main office. After the change implementation remote working and flextime was introduced.
There are several theories on change management processes, which help to build the steps and follow up the implementation. From the nature, all theories are rather similar – starting with the need of implementation, moving on with preparation of implementation, communicating of implementation and finally implementing the change. Followed by follow-up and improvement phase. Successful change management requires fulfilling each step successfully.
The qualitative and quantitative research results showed that change within the case company was implemented successfully and is still well understood and appreciated by the employees. There was few general issues addressed by the employees during their feedback. Firstly, if the benefits offered by the remote working and flexitime is understood and addressed by all middle management equally throughout different departments. As well as if it is introduced and explained well enough to the new employees. Especially on a management level – including managers that are located outside of Finland. Another topic was related to the quilt factor of what others think when the benefit of remote working is used. It was found during the research that these are general issues when it comes to remote working and flextime. Also noticed in other companies.
The outcome of the thesis is five suggestions to the case company. Firstly, it is suggested to continue with the current flexibility offered to the employees. During the second, third and fourth suggestions – it is given a direction of following up frequently what is the current state within the company regarding the topic. Moreover, to make sure that initial idea of implementation is introduced during hiring process and followed up later on. Most importantly to follow up if middle management understands and follows the initial purpose of the change. Fifth suggestion was to find out more about what kind of possibilities there are available to support employees with the equipment used while working remotely.
There are several theories on change management processes, which help to build the steps and follow up the implementation. From the nature, all theories are rather similar – starting with the need of implementation, moving on with preparation of implementation, communicating of implementation and finally implementing the change. Followed by follow-up and improvement phase. Successful change management requires fulfilling each step successfully.
The qualitative and quantitative research results showed that change within the case company was implemented successfully and is still well understood and appreciated by the employees. There was few general issues addressed by the employees during their feedback. Firstly, if the benefits offered by the remote working and flexitime is understood and addressed by all middle management equally throughout different departments. As well as if it is introduced and explained well enough to the new employees. Especially on a management level – including managers that are located outside of Finland. Another topic was related to the quilt factor of what others think when the benefit of remote working is used. It was found during the research that these are general issues when it comes to remote working and flextime. Also noticed in other companies.
The outcome of the thesis is five suggestions to the case company. Firstly, it is suggested to continue with the current flexibility offered to the employees. During the second, third and fourth suggestions – it is given a direction of following up frequently what is the current state within the company regarding the topic. Moreover, to make sure that initial idea of implementation is introduced during hiring process and followed up later on. Most importantly to follow up if middle management understands and follows the initial purpose of the change. Fifth suggestion was to find out more about what kind of possibilities there are available to support employees with the equipment used while working remotely.