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Résumé : Cette thèse vise à décrire et explorer en profondeur la mise en œuvre d’une transformation de la culture organisationnelle de la Caisse Desjardins de Granby – Haute-Yamaska en s’assurant de rester alignée sur les valeurs et les principes coopératifs dans le contexte contemporain actuel. La stratégie de recherche est une étude de cas unique dont les données ont été collectées en temps réel au cours d’une observation soutenue de plus de trois années. De nature qualitative, cette thèse met en évidence l’importance du renouvellement du sens de la coopération auprès des gestionnaires et des employés, notamment par des représentations nouvelles permettant d’en illustrer tout le sens. Elle propose également une meilleure compréhension des phases de la mise en place d’une culture d’affaires coopérative. Il se dégage un modèle en trois phases qui ajoute à la littérature un modèle de transformation de la culture organisationnelle d’une coopérative. Finalement, les résultats générés par cette thèse accroissent les connaissances académiques sur le rôle crucial du leader et des gestionnaires ainsi que certaines qualités requises pour bien gérer le passage à la culture d’affaires coopérative. / Abstract : This thesis describes the implementation of corporate culture changes at a Desjardins credit union branch and analyses how the process was achieved while ensuring it was in line with co-operative values and principles in the current context. The research is based on a unique case study for which data was collected in real time over the course of three years of regular observation. The thesis is qualitative in nature and shows the importance of instilling a renewed sense of co-operation among managers and employees, using new metaphors to convey its full meaning. It also stresses the need to better understand the different stages for building a co-operative business culture and provides a three-phrase model for transforming corporate culture within a co-operative business, which adds to the body of work on the topic. Furthermore, the case study provides better information on the crucial role played by the leader and managers and on essential qualities for a successful transition to a co-operative business culture.

Vi har kommit fram till att chefernas reaktioner inte beror på omorganisationen i sig utan hur förändringsprocessen har gått till. Deras reaktioner speglar ett motstånd mot sättet som förändringsprocessen har genomförts på. Det är personerna i organisationen och inte organisationsformen som är det viktiga för cheferna. Vi tycker att de faktorer som påverkar en lyckad förändringsprocess är medarbetarnas delaktighet, möjlighet till en bra dialog innan beslutet är taget, kommunikation samt känsla av sammanhang. / In our thesis, we concluded that the managers' reactions are not due to reorganization in itself but how the change has happened. Their responses reflect a resistance to the manner in which the change has been implemented. There are people in the organization and not organizational form that is important for managers. We think that the factors that influence a successful change is employee involvement, the opportunity for a good dialogue before the decision is taken, communication and sense of coherence.

MCom (Human Resource Management) / Department of human Resource Management and Labour Relations / Technological advancement and, social and economic issues affecting businesses present a multitude of opportunities and challenges to organisations, leaders and employees. These factors have prompted organisational role players to take responsibility in ensuring organisations’ survival. The study sought to determine the influence of the leaders’ emotional intelligence, role-breath self-efficacy and organisational climate on proactive work behaviour at selected customs clearing companies at the Beitbridge Border Post, Zimbabwe. A selfadministered questionnaire was used to collect data from a sample of 204 participants, using the simple random sampling technique. The Statistical Package for the Social Sciences (SPSS) version 25 was used to perform descriptive and inferential statistics. The intercorrelation results showed that leaders’ emotional intelligence, role breadth self-efficacy and the organisational climate were positively and significantly correlated to proactive work behaviour. The following represent the intercorrelation results, leaders’ emotional intelligence (r = 0.34; p < 0.01), role breadth-self efficacy (r = 0.45; p< 0.01) and organisational climate (r= 0.31; p < 0.01). Furthermore, the stepwise multiple regression analysis identified six models in the prediction of proactive work behaviour. Of all the six models identified, the most significant predictor of proactive work behaviour was role breadth self-efficacy (β = 0.46, p < 0.001) with a contribution of 20.7% on proactive work behaviour. The findings were discussed in line with the literature, and the study concludes that employee proactivity at work may differ, based on the leaders’ emotional intelligence, the employees’ role breadth self-efficacy and the organisational climate. The study, therefore, recommends that organisations should take into consideration the factors which influence their employees’ proactivity at work, hence develop programmes to assist the enhancement of such proactiveness. / NRF

The master thesis "True Finns. Establishment of right-wing populism in Finland?" deals with political party True Finns (The Finns, PS), its historical development and current position in Finnish party system. The master thesis is devided into three chapters. The first chapter deals with populist radical right political parties (PRR), which have established themselves in a lot of Western Europe party systém (inluding Scandinavia). Finland represented a state which had been immune of PRR. The aim of the first chapter is to answer an question, which are the main reasons of PRR emergence, respectively which were the reasons which delayed the Finnish PRR. The second chapter is concerned with political party True Finns (The Finns, PS), its historical development and ideological profile. The chapter reffers to ideological and personal roots in Finnish Rural Party. A part of the chapter is ideological core used by Cas Mudde (nativism, authoritarianism, populism) which is supplemented by an economical programme. The final part deals with the parliamentary election 2012. The final chapter concerns with current PS position in Finnish party systém and with impact on finnish politics. The chapter is closed with positive and negative factors for the future development.

To safeguard the health and well-being of faculty, students, staff, and the community is of moral imperative for higher education institutions. Likewise, protecting the environment is a socially sound practice. Furthermore, building and maintaining a positive safety culture is believed to contribute to productive environmental health and safety (EH&S) outcomes. Higher education EH&S leaders are at the center of universities’ efforts in maintaining a positive safety culture. The purpose of this inquiry was to study higher education EH&S leaders’ perspectives on safety culture and contribute to closing the academic literature gap in the higher education setting. Interviews and a survey were the data collection techniques. EH&S leaders of U.S. higher education institutions participated in the study. I used Cooper’s (2000, 2016) reciprocal safety culture model as a theoretical framework and a mixed methods research design to find answers to the research questions. The survey results revealed how EH&S leaders viewed different aspects of their operations, and findings from the interviews revealed the leaders’ lived experiences. For example, the quantitative study showed 100% of the participants strongly agree or agree that shaping the safety culture of their campus is part of their role. In addition, the qualitative data identified distinct strategies employed by leaders to shape the safety culture of their campuses. Four major themes were identified in the qualitative data. In the first theme, The Higher Education Safety Culture, the EH&S leaders reflected on their lived experiences and the importance of positive safety culture in accomplishing their goals. They mobilize their campus communities in a collective effort to achieve a healthy and safe working environment, minimize the impact on the environment, and remain compliant with regulatory requirements. The second theme, Higher Education Environmental Health and Safety Programs, stressed the plans and procedures the leaders and their departments engage in their daily operations. The third theme, Higher Education Management’s Role in Environmental Health and Safety Operations, manifested the leaders’ equivocal voice on the necessity of the higher education leadership and upper management support to fulfill their missions. The last theme, Modus Operandi of Higher Education Environmental Health and Safety Leaders, is about a range of strategies and tactics the EH&S leaders employed to succeed in a structured, bureaucratic, and challenging environment. The findings have direct implications for both higher education EH&S professionals and higher education senior leadership. The study findings implied EH&S leaders should focus their effort where it generates the best outcome, namely: (a) orchestrate the campus community toward a positive safety; (b) build and implement effective EH&S programs; (c) bring upper management and leadership aboard; (d) apply effective communication; (e) build trust; (f) define their role as a consultant; (g) stand out; and (h) create a brand, motto, and slogan where possible. For higher education senior leadership, participants emphasized the necessity of upper management and leadership support to build and maintain a positive safety culture on the campus, agreeing with Cooper (2000, 2016). This work helps contribute to making higher education senior leadership and upper management understand their role in their campuses’ safety culture and provide due support and actively participate. This study served as an initial exploration in understanding higher education EH&S leaders’ perspectives on safety culture and contributing to closing the literature gap. It also opened a door for future research. Broadening the audience to students, faculty, and staff are reasonable candidates for further research for a more comprehensive understanding of the safety culture in higher education. In addition, expanding the survey to include more EH&S leaders of higher education will elaborate on the EH&S operations, challenges, and sentiment.