Forandringen er sund

Louise Scheel & Sine Kildevang Madsen

Student thesis: Master thesis


Within this thesis we have studied the employee’s view towards the future Workplace Health Promotion (WHP) within the Danish Corporation “Danfoss A/S”. The study was setout to give the company recommendations on how they should manage WHP at a strategic level. The study was conducted based on a questionnaire and group interviews with the intention to understand opinions toward WHP within the company culture. However, a full understanding of the future state of WPH is only obtainable through an examination of WHP in a societal context. Therefore the thesis has a supplementary discussion on external factors that highlights both pros and cons regarding WHP that should be taken into consideration but also the pressure surrounding the company as WHP are becoming a more important factor. The thesis has argued that WHP consist of several corporate advantages such as reduced absenteeism, increased productivity, strengthened internal and external brand, improved staff welfare, and increased employee motivation. However WHP can also lead undesirable conditions as it sets new standards for the good employee with the risk of favouring the healthy employee rather than the employee with the best qualifications. Nevertheless it was concluded that WHP can strengthen their business as long as the organisation is aware of the negative aspects. Based on this conclusion and employee preferences regarding WHP, a strategy was devised for Danfoss’ WHP effort. On a strategic level, WHP leads to an organisational change which is the reason why the theory applied in this thesis is based on Beer & Nohria’s theory E & O from Breaking the Code of Change. The theory E & O, in combination with an analysis on the employee’s thoughts on preferable change process, was used to serve Danfoss with a complete solution on how to act within the perspective elements of the theory. Those elements being purpose of change, leadership of change, focus of change, planning of change, motivation of change, and consultants’ role in change. Since E & O are two opposite archetypes, the recommendation to Danfoss was built upon an analysis on the statements from both archetypes. The combination of the perspectives, derived from the theory E & O, coupled with the strategy presented based on employee preferences led to the overall recommendation which entailed both the WHP and the change theory perspective. The recommendation made for Danfoss is purely based on a nonfinancial approach to WHP. With that in mind, our recommendation regarding Danfoss’ strategic involvement should not be implemented unless it is within Danfoss’ financial flexibility range to make the necessary investments. It is important to bear in mind that it is almost impossible to remove WHP again, when it is already implemented in the company culture which is why Danfoss has to agree a long-term course of WHP.

EducationsMSc in Human Resource Management, (Graduate Programme) Final Thesis
Publication date2009
Number of pages394