Syftet med studien är att bidra med ny kunskap om medarbetarsamtal och hur det kan påverka medarbetarens motivation. Anledningen till att studera detta område är för att hjälpa en given organisation i dess utveckling av medarbetarsamtal. Det som studeras är nuvarande arbetssätt för medarbetarsamtal, hur de nuvarande arbetssätten påverkar medarbetarens motivation samt hur arbetssätt för medarbetarsamtal kan utvecklas för att i större utsträckning påverka medarbetarens motivation. För möjlighet att uppnå studiens syfte har semistrukturerade intervjuer genomförts kombinerat med en litteraturundersökning inom det studerade området. Resultatet visar på en variation av arbetssätt för medarbetarsamtal som praktiseras. Ett årligt medarbetarsamtal tillsammans med kontinuerliga uppföljningar och daglig feedback är arbetssätt som förespråkas och anses påverka medarbetarens motivation. Studien visar på vikten av att förmedla syftet med medarbetarsamtalet till samtliga medarbetare inom en organisation samt att organisationens och chefernas prioriteringar för medarbetarsamtal har stor inverkan på hur medarbetarsamtal praktiseras inom organisationen.

Indiana University-Purdue University Indianapolis (IUPUI) / Supervisors are the primary drivers of performance management; however, little is known about factors that influence their implementation of these systems. The purpose of this study was to investigate how a supervisor individual difference—implicit person theory (IPT)—differentially predicts supervisor behaviors during, as well as both supervisor and employee reactions to appraisal interviews. In Study 1, MBA students reported their supervisors’ behaviors during their most recent performance appraisal interview (Time 1) as well as their subsequent reactions (i.e., perceived satisfaction, utility, success, supervisor support; Time 2). Their supervisors completed a measure assessing their own IPT (Time 3). Findings suggest that supervisors’ task-oriented behaviors predicted perceived satisfaction, utility, and success of the appraisal interviews, while supervisor’ relational-oriented behaviors predicted perceived supervisor support. In Study 2, supervisors recruited via MTurk completed all measures from Study 1 except perceived success. Results suggest that IPT was positively related to task-oriented behaviors and perceived utility, task-oriented behaviors mediated the relationship between IPT and all three reaction measures (i.e., perceived satisfaction, utility, and supervisor support), and relational-oriented behaviors significantly predicted supervisors’ perceived support. Overall, findings suggest that supervisors who believe people can change (hold a more incremental IPT) display more task-oriented behaviors during and see more utility in appraisal interviews. Additionally, task-oriented behaviors emerged as the key mechanism linking supervisors’ IPT and reactions to appraisal interviews. These findings demonstrate that supervisor individual differences, such as IPT, can influence performance appraisal and management outcomes.

The present thesis explores talk in institutional settings, with a particular focus on how institutionality and institutional norms are constructed and reproduced in interaction. A central aim is to enhance our understanding of how institutional agendas are talked into being. In line with the ethno­methodological approach, norms are viewed as accomplished in everyday interaction, whereas institutionality represents dimensions of talk where participants demonstrably orient to particular contextual constraints. Five studies were conducted using Conversation Analysis (CA), focusing on how institutional constraints impact sequential trajectories and shape different opportunities for participants. The data consists of two corpora of video recordings: group tutorials at a Swedish university (UTs), and performance appraisal interviews in an organ­ization (PAIs). The thesis pays particular attention to the interactional management of knowledge, entitlement and stance, and analytic foci include how speakers manage epistemic claims and rights at a certain point in interaction, and how they accomplish social positioning. The UT studies examine the negotiation of rights to speak for others in a group (Study I), and how diver­ging understandings of the institutional activity-at-hand can be negotiated on the basis of students’ advice-seeking questions (Study II). In Study III, orientations to institutional and sociocultural norms are investigated in the PAIs, where managers and employees treat negative stances on stress as problematic. The relationship between theory and institutional practice in the use of question templates in PAIs is also examined, through an analysis of the delivery and receipt of a particular question in different interviews (Study IV). Focusing on different adaptations of a preset item, this analysis shows how the same question sets up for a variety of subsequent actions. Finally, deployment of the verb känna (‘feel’) in managing epistemic access and primacy is examined (Study V). It is argued that ‘feel’ allows for a reduction of accountability when making epistemic claims. The studies highlight the relationship between linguistic formats and social actions and illustrate how institutional agendas have consequences for participant conduct. Attention to the details of actions in institutional interaction can thus shed light on social and linguistic underpinnings of the enactment of institutional norms.

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The purpose of this study is to describe how the employee appraisal is perceived by managers, employees and representatives from human resources departments. The empirical material con-sists of 15 interviews: respondents were two representatives of the human resources departments, four unit managers and nine employees who work at a state institution or municipal management. In the study, I adopt a sociocultural perspective, with the communicative relational perspective. The latter is a special education perspective in which the interpenetration of participation, com-munication and learning emphasized. The result shows that the majority of employees would like to see that the talks will be held more frequently than once a year. One of the managers has in cooperation with his co-workers devel-oped a model based on that each year, in addition to salary talks, have an individual conversation, a conversation with each group and individual follow-up talks. Having a clear objective or goal of the discussions is also something that is requested and it is interesting that managers and employ-ees do not know what the management and staff units' purpose of the discussions is. The value of the talks could be that it is time to reflect and quietly get the chance to talk ready for what is set mode. Something that many had opinions about where the material used and they ex-pressed different views on how it could change. / Syftet med studien är att beskriva hur medarbetarsamtalen uppfattas av chefer, medarbetare och representanter för personalavdelningar. Empirin består av 15 intervjuer: respondenterna var två representanter för personalavdelningar, fyra enhetschefer och nio medarbetare, som arbetar på ett statligt verk eller en kommunal förvaltning. I studien utgår jag från ett sociokulturellt perspektiv tillsammans med det kommunikativa relationsinriktade perspektivet. Det senare utgör ett specialpedagogiskt perspektiv där sammanflätningen av delaktighet, kommunikation och lärande betonas. Resultatet visar att flertalet av medarbetarna gärna ser att samtalen hålls tätare än en gång om året. En chef har tillsammans med sina medarbetare utarbetat en modell som bygger på att varje år, förutom lönesamtal, ha ett individuellt samtal, ett samtal med varje grupp och ett individuellt avstämningssamtal varje år. Att ha ett uttalat syfte eller mål med samtalen är också något som efterfrågas och det är intressant att chefer och medarbetare inte vet vad ledningens och personalenheternas syfte med samtalen är. Värdet av samtalen kan vara att det blir tid att reflektera och i lugn och ro få möjlighet att prata färdigt om det som är angeläget. Något som många hade synpunkter på var det material som används och det uttrycktes olika uppfattningar om hur det kunde förändras.

The Master's Thesis is focused on the analysis of the employee performance appraisal system in the selected company. The aim of the thesis is to identify a strengths and weaknesses of the performance appraisal system and based on the discovered facts to suggest suitable solutions for increasing the efficiency of the evaluation system. The theoretical part deals with fundamental theoretical concepts and also with personal activities related to the employee performance appraisal. In the practical part is found out how the system of the employee performance appraisal is perceived through the questionnaire survey. Based on the survey results are identified shortcomings of the current system and proposed the measures for streamline the performance system.

The digitalization of Swedish preschools can be shown by three different indicators. First, the on-going revision of the national curriculum for preschool where children’s digital competences will be added. Second, the research about how digital devices (e.g. tablets) are used in preschools (e.g. Kjällander & Moinian, 2014; Petersen, 2015). Third, the introduction of learning management systems (LMS) designed for preschools.In a recent article, preschool principals in Swedish municipalities are shown to be the group of principals with the largest amount of employees (Hägström, 2017, March).Therefore, this study’s aim is to get a better understanding in which way preschool principals experience that they can use their LMS in conjunction with performance appraisal interviews with their employees. Four research questions have been developed: (1) How do principals describe their use of a LMS?, (2) What do they experience the system give insight in and what not?, (3) To which extent do they regard that the performance appraisal interviews change while using a LMS? and (4) Which ethical dilemmas do preschool principals experience by using a LMS for performance appraisal interviews?Five preschool principals in one southern Swedish municipality have been interviewed. All respondents have been using their learning management system for performance appraisal interviews. The results have been analyzed by activity theory, in particular Engeström’s (2001, 2015) activity system and his cycle of expansive learning (Engeström, 1999, 2001).The findings show that preschool principals are part of an activity system with both resources and limitations. Resources by delegating tasks and discussing and sharing in groups, while their decisions can be limited by national laws and municipal orders. In this activity system, the learning management system can be used both as a communication and an administration tool to realize two of the principals’ outcomes with performance appraisal interviews: to increase the speech time for the employees and to give them possibility to see their own professional development.

Les universités françaises ont fait l'objet de transformations récentes dans la continuité des réformes inspirées du New Public Management. Le déploiement d'un nouveau cadre budgétaire national (" LOLF ") puis la loi LRU (" Liberté et Responsabilité des Universités ") en 2007 ont notamment conduit à transférer aux universités de nouvelles compétences, dont la Gestion de leurs Ressources Humaines (GRH) : les enseignants-chercheurs et personnels " administratifs " (" BIATSS "). Si de nombreux travaux de recherche ont été consacrés aux premiers, les seconds ont été beaucoup plus rarement étudiés, notamment sous l'angle des politiques et pratiques de GRH qui les concernent.Réalisée dans le cadre d'une convention CIFRE avec la société Adoc Mètis, cette recherche propose d'appréhender la réalité de l'autonomie dont bénéficient les universités dans la gestion de leurs personnels BIATSS. Ce faisant, elle dresse un bilan des effets de la loi LRU en la matière, dix ans après son adoption. Plus généralement, elle peut contribuer à discuter de la réalité des transformations de la GRH publique en France, au regard du modèle promu par les réformateurs : de pratiques nationales et statutaires d'administration du personnel, il s'agit de développer une gestion locale fondée sur les métiers des agents.Menée au sein de deux universités, notre recherche s'appuie sur une étude des entretiens professionnels que passent les personnels BIATSS, au cœur des transformations voulues de la GRH publique. Aussi notre méthodologie appréhende-t-elle l'entretien professionnel comme un instrument de gestion révélateur de plusieurs processus de GRH, en lien avec les trois visées que lui confère la réglementation : appréciation d'objectifs, gestion des compétences et de la formation des agents, décisions relatives à l'avancement. Compte-tenu de telles visées, nous proposons de comprendre la perception et les utilisations de l'entretien par les personnels, à la fois à l'échelon local (au sein de quatre services) mais aussi au niveau " central " (Direction des Ressources Humaines et commissions paritaires).Nos résultats interrogent tout d'abord la cohérence de l'entretien professionnel, à la fois interne (déficit de cohérence des visées avec les modalités de l'appréciation) et externe (intégration limitée de l'entretien à la production de décisions pour lesquelles des outils spécifiques existent déjà). L'entretien apparaît comme une pince universelle de la GRH publique, ce qui contribue à expliquer ses effets parfois paradoxaux et limités vis-à-vis de ses fonctions théoriques.L'analyse des usages et utilisations de l'entretien invite à distinguer plusieurs niveaux, en commençant par un échelon national qui demeure un prescripteur fort de la GRH universitaire, par les moyens qu'il attribue aux universités et les règles qu'il produit pour organiser la gestion locale d'agents dont la plupart sont des fonctionnaires. C'est par exemple le cas s'agissant du dispositif de l'entretien professionnel en lui-même : alors que l'État entend développer l'autonomie des universités, il généralise un dispositif d'appréciation des agents, encastré dans des modalités et processus de gestion des personnels issus des règles nationales spécifiques aux corps de fonctionnaires.Au niveau local, les deux établissements développent peu de politiques et de pratiques spécifiques de GRH, y compris s'agissant de la gestion de leurs personnels contractuels. Ce constat résulte à la fois de résistances politiques internes, mais aussi des modalités complexes de production des décisions dans les organisations universitaires, où différentes logiques se confrontent quotidiennement. Ce faisant, le développement d'une gestion locale, coproduite avec les managers et fondée sur l'appréciation locale d'objectifs et de compétences, se heurte à la persistance d'une conception historique de la fonction publique. / French universities have undergone recent transformations through reforms inspired by New Public Management. The deployment of a new national budgetary framework (" LOLF ") followed by the LRU law (" Liberté et Responsabilité des Universités ") in 2007 led to the transfer of new responsibilities to universities, including Human Resources Management (HRM): researchers and "professionals" ("BIATSS"). While research work has been devoted to the former, the latter has been studied much less frequently, particularly from the perspective of HRM policies and practices dedicated to them.This research, funded through a CIFRE agreement with Adoc Mètis, aims at understanding the reality of the autonomy of French universities in managing their BIATSS staff. Thus, it takes stock of the effects of the LRU law on this matter, ten years after its adoption. More generally, it can contribute to discussing the reality of public HRM transformations in France, in the light of the model promoted by the reformers: from national and statutory personnel administration practices, the aim is to develop local management based on skills.Conducted within two universities, our research relies on a study of the appraisal interviews conducted by BIATSS staff, at the heart of the desired transformations of public HRM. Our methodology therefore considers appraisal interviewing as a management tool that reveals several HRM processes, linked to the three objectives set out by law: assessment of objectives, management of staff skills and training, and decisions about promotion. Given these aims, we propose to understand the perception and uses of interviewing by staff, both at the local level (within four departments) and at the "central" level (Directorate of Human Resources and promoting committees).Our results first of all question the coherence of appraisal interviews, both internally (lack of consistency of the targets with the assessment methods) and externally (limited integration of the interview with the production of decisions for which specific tools already exist). The interview appears to be a universal clamp of public HRM, which helps explain its sometimes paradoxical and limited effects with regard to its theoretical functions.The analysis of the uses of appraisal interviews suggests that a distinction should be made between several levels, starting with a national level which remains a strong prescriber of university HRM, through its funding to universities and the rules it produces to organize the local management of agents, most of whom are national civil servants. This is the case, for example, with regard to the appraisal interview system itself: while national government intends to develop the autonomy of universities, it is generalizing a system for the appraisal of staff, embedded in procedures and processes for the management of staff stemming from national rules specific to civil servants' bodies.At the local level, both institutions have few specific HRM policies and practices, including the management of their contractual staff. This observation is the result of both internal political resistance and the complex ways in which decisions are produced within university organizations, where different logics confront each other. In so doing, the development of local management, co-produced with managers and based on the local appreciation of objectives and skills, comes up against the persistence of an historical conception of the public service.