Performance / kultur: Et speciale om relationen mellem performance management og kultur i en forandringsproces

Mads Søndergaard Petersen & Mads Schrøder Jørgensen

Student thesis: Master thesis


The aim of this Master’s Thesis is to examine how a performance management system and organizational culture relate to each other, during a process of change, in the efforts to optimize the human resources within the organization. To find the answer to that question, we conduct a qualitative case-study in a large Swedish telecom company called Telia Denmark (Telia). Telia is in a position where the main aim for them is to optimize the human resources, by preparing the organization during 2009 with different kinds of activities, witch focus on the culture in the organization, and then finally in 2010 by implementing a performance management system. For investigating that assumption, we build up a theoretical frame consisting of three theoretical parts, where the overall main subjects are culture, performance management and change theory. Related to the subject of culture, we clarify how the symbolic comprehension of organizational culture can be used to understand culture within the organization and how it can lead to change. Afterwards we look on how performance management - grounded in the principal agent theory - can be an activator for culture change. Depending on how the design has been conducted, the system can carry out and perform various organizational functions and at the same time employees often make different sense of it. The last theoretical subject is change, where we specifically employ the widely applied work of John P. Kotter and part of his eight-step model for managed change. This frame is used for analyzing Telia’s maturation process. All these theoretical frames are combined and used in analyzing the data we extracted through the casestudy and are discussed afterwards in relation to each other. Thereby, we conclude that performance management and culture are influencing each other and that theoretical concepts from both directions can be used in the company's attempt to optimize the intangible human resources. In addition, the two elements affect each other continuously in the company while they compliment each other in a process of change. The Master’s Thesis ends with suggestions for future research on the main issues.

EducationsMSc in Human Resource Management, (Graduate Programme) Final Thesis
Publication date2009
Number of pages137