Browsing by Subject "work-life change"

The purpose of this study was to find out how the employees of one HR service organization perceive the organizational culture within the organization. This study focuses on their perceptions of self-direction and coaching-based leadership, which are emphasized in organization’s strategy. The theoretical framework of this study consists of work-life change and the concepts of control, self-direction and coaching-based leadership. This study is a qualitative study which research material consists of seven interviews of HR consultants working in Company X. The interviews were held in the spring of 2020 part of them held face to face and part of them via the Internet. The analysis was done by using phenomenography. The change in society and working life seems to be the basis to the fact that self-direction and coaching-based leadership are underlined in Company X’s strategy. Coaching-based leadership and self-direction seem to increase well-being at work, work motivation and work efficiency. Themes related to freedom, responsibility and control are highlighted in HR consultant’s perceptions of self-direction. Freedom is associated with more responsibilities and self-directed employees control their work, but the work is also directed by external factors such as different targets and frames. In this study it became clear that also self-directed employees need support and guidance in their work. Leaders are expected to support and facilitate their subordinates. The idea of coaching-based leadership was considered beneficial but some of the HR consultants felt that the supervising in the company actually wasn’t coaching based. The resources of leaders were perceived as the biggest challenge of coaching-based leadership in Company X. When changing the organizational culture there should be adequate resources and a collective understanding of the new way of working so that the change wouldn’t remain only at the rhetorical level.