Change search
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf
Samspelet mellan chef och HR-avdelning: vilken inverkan har det vid stresshantering?
University of Borås, Faculty of Textiles, Engineering and Business.
University of Borås, Faculty of Textiles, Engineering and Business.
2015 (Swedish)Independent thesis Advanced level (degree of Master (One Year)), 20 credits / 30 HE creditsStudent thesisAlternative title
The relationship between manager and Human Resource department : what impact does it have on stress management? (English)
Abstract [sv]

Arbetsrelaterad stress är en stor riskfaktor i dagens organisationer vilket har påvisats av en stor mängd forskning. Trots att arbetsgivarens skyldighet att motverka ohälsa hos sina anställda är lagreglerad kvarstår problematiken om stress på arbetsplatser. I denna problematik existerar det delade meningar om det är chefen eller HR-avdelningen som kan utföra den mest gynnsamma stresshanteringen. I denna studie har vi därmed behandlat hur samspelet mellan chef och en centraliserad alternativt decentraliserad HR-avdelning påverkar en chefs agerande vid stresshantering. För att få en bättre insikt för detta sampel har vi utfört en jämförande fallstudie i två olika företag där vi fått möjligheten observera den rådande arbetsmiljön och att utföra 13 intervjuer med chefer, medarbetare och en HR-representant. I vår teoretiska referensram har vi kombinerat organisatoriska perspektiv för att bättre kunna förstå det komplexa samspelet som finns mellan HR-avdelning och chef.Ur det empiriska materialet framgår det att majoriteten av respondenterna i båda företagen betraktar den centraliserade HR-avdelningen som en extern funktion utan insikt i den operativa verksamheten. Detta innebär att cheferna självständigt och med stor handlingsfrihet får hantera problematiska situationer som kan vara stressrelaterade. Vidare framgår det även att samspelet mellan cheferna och HR-avdelningarna vid stresshantering är begränsad eftersom de centraliserade HR-avdelningarna saknar insyn i den operativa verksamheten. I vår analys framhävs det att chefens inställning tillsammans med organisationskulturen i företagen påverkar implementerandet och användandet av HR-avdelningens tjänster i den operativa verksamheten.Inställningen som chefen har till HR-avdelningen influerar övriga aktörer i verksamheten och således även organisationskulturen. Då en centraliserad HR-avdelning bidrar till en självständighet för chefen kan detta försvåra alternativt underlätta chefens agerande vid stresshantering. Om en chef kan hantera ett situationsanpassat ledarskap kan detta bidra till välmående medarbetare och en gynnsam stresshantering. Dock har både denna studie och tidigare forskning visat indikationer på att en chef inte alltid hinner prioritera faktorer som stresshantering. I dessa fall kan närmare kontakt med HR-medarbetare vidareutveckla chefens stresshantering. Oavsett utformning av HR-avdelning är det avgörande att organisationskulturen, som formas av cheferna och medarbetarna, främjar denna strukturering.

Abstract [en]

Work related stress is a major risk factor in today’s organisations proven by an extensive amount of research. Even though employers are obligated by law to ensure the wellbeing of their employees, the problem of stress still remains in work environments. Within this complex of problems, there exists a difference of opinion, whether it is the manager or the HR-department who can implement the most favourable stress management. In this study, we have consequently treated how the relationship between managers and a centralised alternatively de-centralised, HR-department affects a manager’s pursuance with stress management. In order to further improve the insight for this relationship, we have conducted a comparative case study in two different enterprises, where we got the opportunity to observe the prescribed working environment and to perform 13 interviews with managers, employees and an HR-representative. We have combined the perspective of the organisation in our theoretical framework of thesis, in order for us to better understand the complex relationship between the HR-department and manager.The empirical material indicates that the majority of the respondents, in both companies, regard the centralised HR-department as an external function without insight in the operational business. This denotes that the managers independently, and with freedom of action, can handle the problematic situations that could be stress related. Furthermore, it also shows that the synergy between the managers and HR-department during stress management is limited, due to the fact that the centralised HR-departments do not possess the proper perception of the operational business. Presented in our analysis is that the emphasis of the manager’s attitude, together with the culture of the organisation within the business, affects the implementation and usage of the HR-department’s services in the operational business.The fact that a centralised HR-department contributes to independence for the manager makes it either difficult or simple for the manager to act during stress management. The manager’s attitude towards the HR-department influences the remaining actors in the operational business and thus also affecting the culture of the organisation. When a manager can manage a situational leadership it can contribute to the wellbeing of the employees and a successful stress management. However, this study and earlier researches show implications that a manager does not always have the time to prioritize stress management. In these cases a closer relationship with HR-employees could further advance the manager’s stress management. Regardless of the HR-departments structure it is crucial that the organizational culture, which is created by the managers and employees, promotes this structure. The paper is presented in Swedish.

Place, publisher, year, edition, pages
2015.
Keyword [en]
Relationship, manager, Human Resource department, Stress management, external legitimacy, organizational culture
Keyword [sv]
Samspel, chef, HR-avdelning, Stresshantering, yttre legitimitet, organisationskultur
National Category
Social Sciences
Identifiers
URN: urn:nbn:se:hb:diva-589OAI: oai:DiVA.org:hb-589DiVA: diva2:843661
Subject / course
Företagsekonomi - Civilekonom
Uppsok
Social and Behavioural Science, Law
Supervisors
Examiners
Available from: 2015-10-07 Created: 2015-07-30 Last updated: 2015-10-07Bibliographically approved

Open Access in DiVA

VT2015CE43(723 kB)254 downloads
File information
File name FULLTEXT01.pdfFile size 723 kBChecksum SHA-512
2cc64d69f3dc105d46f0cef2354dd7eb1d86d531415796ee36b3f60912795c6407dc5e0ade3dd71c3f8737644f05d3bf051f96d50de96b2a7a45860553778f60
Type fulltextMimetype application/pdf

By organisation
Faculty of Textiles, Engineering and Business
Social Sciences

Search outside of DiVA

GoogleGoogle Scholar
Total: 254 downloads
The number of downloads is the sum of all downloads of full texts. It may include eg previous versions that are now no longer available

urn-nbn

Altmetric score

urn-nbn
Total: 321 hits
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf