Hensikt. Mange kommuner har over år hatt svært stram økonomi.  Mange av kommunene har som endel av tiltakene for å få økonomien i balanse foretatt omfattende omorganiseringer.  Generelt sett har det vært lite fokus på hva omorganiseringene koster i form av tidstap, frustrasjoner og stress, økt sykefravær og rene utgifter i form av konsulenter etc. Metode 14 ansatte på alle nivå i organisasjonen ble intervjuet om deres opplevelser i forbindelse med omorganisering.  Dette ble satt sammen med vurderinger av sykefravær statistikk og omkostninger som skulle komme frem i regnskapene. Resultat De ansatte som ble intervjuet var meget opptatt av ikke å stipulere for stor bruk av tid.  Da lot de heller være å angi tid.  Likevel ble resultatene av brukt tid til samtaler, møter og frustrasjoner formidable.  Det var i denne kommunens sykefraværs statistikk ikke mulig å kunne si noe om økt sykefravær på grunn av omorganisering.  Derimot fortalte de ansatte selv om at de hade blitt syke på grunn av prosessene. Kostnadene til omorganisering var ført i  ordinært driftsregnskap. Mye av de faktiske kostnadene var derfor ikke mulig å finne tilbake til i etterkant. Konklusjon:  Omorganiseringer koster svært mye i medgått tid.  Ansatte blir syke av økt stress  og mangel på kontroll, økt arbeisbyrde, press og usikkerhet.  Kostnader i form av for eksempel konsulenter, flyttinger og innkjøp av nytt utstyr må tas med i en helhet.  For å vurdere innsparingene ved en omorganisering må man se det opp mot omkostningen med omorganisering.  Det har til nå ikke blitt tatt tilstrekkelig hensynt til. Det anbefales å gjøre videre forskning på omorganiseringer og de totale omkostningene. / Aim  The municipalities in Norway have for the last decades been given a lot of new tasks and the economy has been poor.  In order to reduce costs many municipalities  has chosen to restructure the organisation.  There has been little attention given to what a reorganisation really costs in terms of loss of time, frustrations, stress, increased sick leave and actual expenditures. Method 14 employees from all over the organisation were interviewed on their experiences with reorganisations.  These results were put together with the results of the sick leave statistics and the numbers from the accounts.  Result  The employees were very concerned not to exaggerate the use of time.  They would rather not estimate any time used.  All the same, the time used was of incredible dimensions.  This municipality’s statistics on sick leave did not give any evidence that the reorganisations caused more sickness in the organisation.  But the employees told about being sick from the processes. The expenses for the reorganisation process were accounted for in the ordinary accounting system.  It was not possible to identify and extract the actual expenses 3 – 4 years later. The exception was the expenses connected to the consultants. Conclusions  The expenses in terms of time used are huge.  The employees get sick from stress and lack of control, increased workload, pressure and uncertainty. Expenses as the costs of consultants, expenditures of new outfits and moving expenditures must also be considered.   In an evaluation of the savings made through a reorganisation, the all expenses must be considered in full in order to have a true evaluation.  Until today such evaluation do not seem to have been done.   It is a recommended to do further research on this subject / <p>ISBN 978-91-85721-31-3</p>

The primary objective of this research was to investigate the relationship between job insecurity and the work-related outcomes of over-commitment and perceived performance of trainers and trainees (n = 700) at a South African gold mine?s training academy. A cross-sectional survey design was utilised to attain the outcomes of the research. The Qualitative and Quantitative Job insecurity scales of Hellgren, Sverke and Isaksson (1999), the Social support scales of Caplan, Cobb, French, Van Harrison and Pinneau (1975), the Over-commitment scale of Näswall, Baraldi, Richter, Hellgren and Sverke (2006) and a scale measuring Perceived performance (Hall & Hall, 1976) were administered. The results indicated significant relationships between job insecurity, over-commitment and perceived performance. The regression analysis confirmed that job insecurity (qualitative and quantitative), social support and their interaction predict over-commitment. Perceptions of performance were only predicted by social support. This study offers assistance to organisations that are going through adjustments and are striving for a healthy work organisation. In closing, recommendations for future research were made. / Thesis (M.A. (Industrial Psychology)--North-West University, Potchefstroom Campus, 2011.

The primary objective of this research was to investigate the relationship between job insecurity and the work-related outcomes of over-commitment and perceived performance of trainers and trainees (n = 700) at a South African gold mine?s training academy. A cross-sectional survey design was utilised to attain the outcomes of the research. The Qualitative and Quantitative Job insecurity scales of Hellgren, Sverke and Isaksson (1999), the Social support scales of Caplan, Cobb, French, Van Harrison and Pinneau (1975), the Over-commitment scale of Näswall, Baraldi, Richter, Hellgren and Sverke (2006) and a scale measuring Perceived performance (Hall & Hall, 1976) were administered. The results indicated significant relationships between job insecurity, over-commitment and perceived performance. The regression analysis confirmed that job insecurity (qualitative and quantitative), social support and their interaction predict over-commitment. Perceptions of performance were only predicted by social support. This study offers assistance to organisations that are going through adjustments and are striving for a healthy work organisation. In closing, recommendations for future research were made. / Thesis (M.A. (Industrial Psychology)--North-West University, Potchefstroom Campus, 2011.