Implementing change in the traditional world of the commuter traffic conductors – a new model for change
Punkki, Aleksi (2023)
2023
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2023112030204
https://urn.fi/URN:NBN:fi:amk-2023112030204
Tiivistelmä
Conductor is a job title which almost everybody knows, at least on general level. As a job description train conductor is quite iconic and is often well represented in Finnish media, from children’s stories to semi regularly occurring news spots. The fact that the role of the train conductor has been under pressure for long time here in Finland often eludes the narrative.
The goal of this thesis was to develop a new change management model, which would be tested via updating the conductor service model for commuter traffic conductors who work in Finland. All the commuter traffic conductors work for VR Group. New service model was to counter reductions in conductor work order by contract partner, while maintaining high customer satisfaction. To ascertain the results of the new change management model as well as the updated service model key performance indicators were followed and evaluated.
The premise of the new change management model was built around strong and meaningful employee involvement. This is vehemently reflected in the theoretical framework of the thesis. Theoretical framework focuses on the aspects of managing and leading change, while building on strong foundation of classical as well as more modern change theories and models. These models and theories provided practical tools as well as understanding for the development and implementation of the new change management model, which was conducted during the thesis.
Research approach was action research, and the thesis as well as the new change model were conducted in strong cooperation with the commissioner. The applied methods during development were workshops and a survey. This thesis presents one complete action research cycle, which lasted from September 2022 to end of May 2023.
The results of the thesis show that the new change management model was largely successful, and all the chosen key performance indicators significantly improved from the onset of the updated model. Employee engagement efforts presented more mixed results. The goals of the commissioner were met, and the project reached the financial impact assigned to it by the commissioner.
The goal of this thesis was to develop a new change management model, which would be tested via updating the conductor service model for commuter traffic conductors who work in Finland. All the commuter traffic conductors work for VR Group. New service model was to counter reductions in conductor work order by contract partner, while maintaining high customer satisfaction. To ascertain the results of the new change management model as well as the updated service model key performance indicators were followed and evaluated.
The premise of the new change management model was built around strong and meaningful employee involvement. This is vehemently reflected in the theoretical framework of the thesis. Theoretical framework focuses on the aspects of managing and leading change, while building on strong foundation of classical as well as more modern change theories and models. These models and theories provided practical tools as well as understanding for the development and implementation of the new change management model, which was conducted during the thesis.
Research approach was action research, and the thesis as well as the new change model were conducted in strong cooperation with the commissioner. The applied methods during development were workshops and a survey. This thesis presents one complete action research cycle, which lasted from September 2022 to end of May 2023.
The results of the thesis show that the new change management model was largely successful, and all the chosen key performance indicators significantly improved from the onset of the updated model. Employee engagement efforts presented more mixed results. The goals of the commissioner were met, and the project reached the financial impact assigned to it by the commissioner.