Problem: The well-being and health of workers can decrease substantially when their place of work is closed down. A smooth transition and well-managed closedown process, however, has shown to ease these effects. Despite this, very little research has been conducted on how leaders can manage a closedown process well. The purpose of this thesis, therefore, was to examine whether the ‘authentic’ and ‘transformational’ forms of leadership could ease the negative experiences of employees during organisational closedowns. Method: Employee accounts of closedown processes were obtained by conducting semi-structured interviews. These were then analysed against the existing body of research on closedown processes, employee reactions to such processes and authentic and transformational leadership. Causal relationships were sought between the actions and behaviour of leaders and the reactions and experiences of employees. Findings: This study found features of authentic and/or transformational leadership in all of the employee accounts that were examined. From this data, it can be deduced that the leadership features that were found, at least partly, eased the negative experiences of employees during closedown processes. In particular, the following eight authentic and transformational leadership characteristics were shown to have eased employee perceptions of closedowns: self-awareness, relational transparency, individualised consideration, inspirational motivation, idealised influence, encouraging the heart, inspiring a shared vision and meaning through communication. Conclusion: When weighing the evidence, it can be concluded that certain aspects of the authentic and transformational leadership constructs can ease the negative experiences of employees during closedown processes. Authentic leadership features related to high relational transparency and high self-awareness were mentioned most frequently by the former employees interviewed, and can therefore be considered most important when seeking to ease employee experiences of closedown situations. With this being said, the many transformational leadership features mentioned by the interview respondents should not be disregarded. Although individual features attributable to transformational leadership were not mentioned as frequently, a greater range of such features was communicated by the respondents. It is argued, therefore, that a combination of the two concepts would be most effective when seeking to improve employee experiences and leadership during closedowns.

Indiana University-Purdue University Indianapolis (IUPUI) / Despite its status as a commonly used and seemingly vital talent management system, performance management has received an abundance of criticism surrounding its effectiveness and utility in organizations. Existing deficiencies in performance management are largely attributed to gaps in its strategy and implementation, with researchers arguing that organizations need to spend more effort supporting personnel engagement in informal, “everyday” performance management behaviors to drive performance. The present study sought to expand on existing performance management research by investigating: 1) how supervisor engagement in informal performance management behaviors influences employee perceptions of overall performance management and 2) how employee feedback orientation and implicit person theory potentially alter those perceptions. The hypothesized model was tested using an online survey sent through Prolific academic to a random sample of 351 full-time United States employees. A series of hierarchical regressions revealed that employee perceptions of performance management were positively predicted by supervisor engagement in informal performance management behaviors. However, employee feedback orientation and implicit person theory were not found to significantly moderate these effects. The present study contributes to performance management literature by examining the degree to which informal supervisor performance management behaviors shape employee reactions to performance management. Implications, limitations, and directions for future research are discussed.

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No description available.

Bakgrund: Organisationers konkurrens om duktiga medarbetare har aldrig varit hårdare och med rätt arbetstagare på rätt plats kan organisationen skapa konkurrensfördelar. För att anses attraktiva måste organisationer kunna möta arbetstagares krav och erbjuda mer än bara en arbetsplats att gå till. Det pågår ett “krig” om talanger och när organisationer lyckats attrahera en talang måste de också se till att behålla den. Det finns dock en risk med att organisationen glömmer de medarbetare som inte är definierade som talang. Organisationen måste därför hitta ett hållbart sätt att attrahera, utveckla och behålla alla de rätta medarbetarna.   Syfte: Syftet med studien är att skapa förståelse för hur de valda organisationerna arbetar med Talent Management samt hur arbetet upplevs av medarbetarna. Genom detta vill vi bidra till ökad förståelse för hur medarbetarnas uppfattning av Talent Management påverkar deras inställning till arbetet.   Metod: Vi har genomfört en flerfallsstudie där två organisationer som arbetar med Talent Management har undersökts. Genom en kvalitativ forskningsmetod har vi samlat in data i form av semistrukturerade intervjuer. I intervjuerna deltog både medarbetare och de ansvariga för organisationernas arbete med Talent Management.   Slutsats: Talent Management hänger ihop med organisationens kultur och när det är väl integrerat i kulturen uppstår ett Talent Mindset. Det är organisationens Talent Mindset som ligger till grund för hur de arbetar med Talent Management. För ett framgångsrikt arbete med Talent Management måste organisationen erbjuda utvecklingsmöjligheter till alla medarbetare, inte bara till identifierade talanger. Utvecklingsmöjligheter bidrar till motivation och en positiv inställning till arbetet vilket gör att organisationer lättare behåller de rätta medarbetarna. Om organisationer arbetar med samtliga medarbetares utvecklingsmöjligheter kan de dock gynnas av att kalla strategin för något annat än Talent Management i syfte att inte kommunicera ett felaktigt fokus på talang. / Background: The competition among good employees is tougher than ever. The right people in the right place of an organization will provide the company with a competitive advantage. There is an ongoing war for talented employees, and organizations must know how to meet employee needs. When a company is able to attract a talent they also need to know how to retain it. However, there is a risk that organizations overlook the employees that have not been identified as talents. Therefore, organizations need to make sure that they have a sustainable approach to attract, develop and retain, not only talents, but all the right people.   Purpose: The purpose of this study is to investigate how the selected organizations work with Talent Management and the employee reactions to it. We aim to increase the understanding of how the employees’ reactions to Talent Management can affect their attitudes towards work.   Method: We did a case study where two organizations that work with Talent Management were investigated. We used an abductive research approach and a qualitative research method. Data was collected through semi-structured interviews. Bother the manager of the Talent Management process and the employees participated in the interviews.   Conclusion: Talent Management is related to organizational culture. Therefore, it is important to align Talent Management into the culture in order to create a Talent Mindset. The Talent Mindset is the basis for how the organization works with Talent Management. To work with Talent Management successfully, the organization needs to develop all employees. When the employees experience opportunities to develop in the organization they also feel motivated. Motivation contributes to positive attitudes and that will make it easier for organizations to retain the right people. If the organization works for all employees opportunity to develop within the organization they could benefit from calling the strategy for anything other than Talent Management, in order to not communicate a wrong focus on talent.

<p>Despite its status as a commonly used and seemingly vital talent management system, performance management has received an abundance of criticism surrounding its effectiveness and utility in organizations. Existing deficiencies in performance management are largely attributed to gaps in its strategy and implementation, with researchers arguing that organizations need to spend more effort supporting personnel engagement in <em>informal</em>, “everyday” performance management behaviors to drive performance. The present study sought to expand on existing performance management research by investigating: 1) how supervisor engagement in <em>informal </em>performance management behaviors influences employee perceptions of <em>overall </em>performance management and 2) how <em>employee </em>feedback orientation and implicit person theory potentially alter those perceptions. The hypothesized model was tested using an online survey sent through Prolific academic to a random sample of 351 full-time United States employees. A series of hierarchical regressions revealed that employee perceptions of performance management were positively predicted by supervisor engagement in informal performance management behaviors. However, employee feedback orientation and implicit person theory were not found to significantly moderate these effects. The present study contributes to performance management literature by examining the degree to which informal supervisor performance management behaviors shape employee reactions to performance management. Implications, limitations, and directions for future research are discussed. </p>