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För att organisationer skall anses vara uppdaterade och relevanta är förändring en nödvändighet. Förändringsarbetets framgång är främst beroende av de processer som uppföljs och åtgärder som vidtas vid implementeringen. Denna studie undersöker den psykosociala arbetsmiljön vid ett förändringsarbete vid en offentlig kulturverksamhet med hjälp av Kotters åttastegsmodell. Syftet är att undersöka lyfta medarbetarnas perspektiv på hur den psykosociala arbetsmiljön påverkas under en organisationsförändring. Enligt tidigare forskning är de främsta faktorerna för ett framgångsrikt förändringsarbete tydlig kommunikation kring implementeringen och organisationsledarens intresse för medarbetarnas motivation, samt att organisatoriskt lyssnande kan användas som verktyg för att öka engagemanget gentemot förändringen. Studien har en abduktiv grund och genomförandet av denna studie har involverat en datainsamling genom en enkät utformad från dimensionerna Relation och Ledarskap samt Socialt Kapital i det standardiserade enkätverktyget COPSOQ med en tillhörande öppen kvalitativ fråga. I studien deltog 53 medarbetare från den offentliga kulturverksamheten, resultatet visar på bristfällig kommunikation och delaktighet. Genom studien kan man dra slutsatser kring att förändringsarbetet vid den offentliga kulturverksamheten inte följer Kotters åttastegsmodell och att medarbetarna inte upplever sig få delta i förändringen, detta kan påverka den psykosociala arbetsmiljön negativt för medarbetarna. / For organizations to be considered up-to-date and relevant, change is a necessity. The success of the change work is primarily dependent on the processes that are followed up and measures that are taken during the implementation. This study examines the psychosocial work environment during change work at a public cultural activity using Kotter's eight-step model. The purpose is to examine the employees' perspective on how the psychosocial work environment is affected during an organizational change. According to previous research, the main factors for successful change work are clear communication about the implementation and the organizational leader's interest in employee motivation, and that organizational listening can be used as a tool to increase commitment to the change. The study has an abductive basis and the implementation of this study has involved data collection through a survey designed from the dimensions Relationship and Leadership as well as Social Capital in the standardized survey tool COPSOQ with an associated open qualitative question. 53 employees from public cultural activities participated in the study, the results show insufficient communication and participation. Through the study, it can be concluded that the change work at the public cultural activities does not follow Kotter's eight-step model and that the employees do not feel they can participate in the change, this can affect the psychosocial work environment negatively for the employees.

Some Nigerian manufacturing organizations suffer significant losses yearly due to a lack of employee commitment and engagement. The purpose of this qualitative multiple case study was to gain understanding of the strategies that leaders in the manufacturing industries in Lagos need to know in order to change employee behavior to achieve increased organizational productivity levels. The conceptual framework that grounded the study was the path-goal theory of leadership. Data were collected from semistructured interviews with a purposeful sample consisting of 24 managerial and non-managerial staff members of 2 manufacturing organizations in Nigeria who have had experience in, and training, and education on how to change employee behavior to achieve increased productivity. The interview consisted of open-ended questions. Using Yin's 5 step data analysis process, member checking, and triangulation, 13 themes emerged: motivated employees, productivity, motivation, enabling work environment, transformational leadership style, continuous improvement, unprofitable organization, low capacity utilization, demotivation, dwindling capacity, diversification, capability development, and innovation. Leaders of Nigerian manufacturing organizations may be able to use these emergent themes to develop strategies to increase the productivity of their employees. The potential implications for positive social change stem from Nigerian manufacturing organizational leaders' development of more effective leadership skills, which may contribute to the growth of the Nigerian manufacturing sector and be a viable source of employment creation.