Tuloksellisuusarviointi ja henkilöstöjohtaminen muutosmekanismeina julkisessa tieto-organisaatiossa

The impetus for the research was provided by the development of information society and productivity requirements in the public sector. The aim of the research was to determine the mechanisms through which performance information can make a change in a complex organisational system. The intervention used was the implementation of a balanced scorecard in vocational education. First the effects of the intervention were examined: What is required from the implementation process to make performance evaluation work in practice (social routine) as an information system of strategic human resources management? Hence, the concept of performance evaluation was broadened to include the performance information, management and feedback systems. Secondly, the effects of the action were studied: What in a public organisation's human resource management (context) triggers the mechanisms that enhance the agency which affects the development of a competent organisation (strategic competence)? Studies on human resources management have so far foregrounded its connection with performance, not learning. The methodology of the research was based on critical realism, with an intensive case study at its core. Data were collected in four stages through individual and group interviews and questionnaires from senior management, personnel, policy makers, developers and customers. Contextualisation was achieved through an extensive study where data were collected using questionnaires with wider sampling from municipalities and joint authorities. The adoption of management systems was explained by socio-cognitive processes within the organisation. Action and interaction at the boundaries were crucial for the development of strategic competence. The change could be explained by social identity and social learning theories. In order to enhance strategic competence and information flow it is necessary to develop knowledge-intensive human resources management. In this case, boundary-crossing roles were crucial. In the senior line management, the processes of strategic human resources management were emphasised. Alongside strategic partnership, the task of knowledge facilitator emerged as a new role for human resources managers. The role of middle management was the most important role for the change in practice. Identity work was emphasised in change management. From the steering system, the change requires development of relational governance. In future, research of the relationship between human resources management and performance must be guided into organisational citizenship behaviour (OCB) related to motivation, psychological contract related to commitment and action and interaction taking place on the boundaries.

Department dc:contributor.department

Department of Industrial Engineering and Management

Grantor dc:publisher

Helsinki University of Technology

Year dc:date.issued

2007

Author dc:creator

• Pakarinen, Terttu

Advisor dc:contributor.supervisor

• Vartiainen, Matti

Contributors dc:contributor

• Aalto-yliopisto
• Aalto University

Language dc:language.iso

fi

Repository record dc:identifier.uri

https://aaltodoc.aalto.fi/handle/123456789/2925

OAI record oai:identifier

https://aaltodoc.aalto.fi/server/oai/request?verb=GetRecord&metadataPrefix=dim&identifier=oai%3Aaaltodoc.aalto.fi%3A123456789%2F2925