This Master thesis is grounded in a fundamental interest for learning and working life. Through a case study at Hvidovre Hospital, this paper focuses on the span in competence development from an organizational and employee perspective. This report is a representation of the conclusions thus far, gained from a long process, where empiric data has been interpreted openly, inspired by grounded theory and then organized and analysed multiple times in different ways. The method is in many ways inspired by the philosopher John Dewey’s theory of learning, where exploring the practise has been fundamental for further research, and has been the foundation for reflections and reconstruction of experience in a continuous process. Therefore, the report is not a final result, but only a snapshot of some of the conclusions this research process has resulted in. Two questions continuously turned up during my investigation of the field of or-ganizational competence development of employees: What is competence develop-ment? And to what is competence development the answer? This thesis gives a complex picture, which shows the various answers to these two questions, and has as its point of departure the following thesis statement: How can the span of compe-tence development be characterised from an organizational and an employee per-spective and what importance does it have for strategic competence development as a management concept? The analysis is divided into three parts: The first part is a framework and condition analysis, which presents competence development at Hvidovre Hopsital in an organ-izational perspective. After a case presentation, the contextual and social conditions for the organization’s work with competence development are clarified. Subse-quently, the analysis is further elaborated on with regards to the details of compe-tence development at Hvidovre Hospital in relation to the organizational theorist Odd Nordhaug's theory of strategic competence development. The chapter ends with a critical analysis of the work with strategic competence development at Hvi-dovre Hospital. In the second part of the analysis, the employee perspective is represented, in part through five personal employee stories and in part through two movements ana-lysed across the employee interviews. The two movements are seen in relation to what the competent form of knowledge is as well as the competent type of assign-ment. The five stories all focus on different perspectives of organisational compe-tence development and together with the two movements, they contribute to new perspectives on the thesis statement. The last part of the analysis builds on the results of the two previous chapters. Here, the results from the organizational and the employee perspective are gathered in an accumulated model of the span of competence development, which forms the foun-dation for answering the thesis statement. The model is constructed from six tensions, which all differentiate and vary the un-derstanding of competence development. The tensions show the motives, purpose, consequences and conditions of competence development, and on a more abstract level, two movements which define what competent behaviour is in relation to as-signment contents and form of knowledge. Even though the report builds on two different perspectives, the span reaches further than the traditional conflict between organizational and individual interests. The span shows that competence development is the answer to a long list of ques-tions. To develop practise about the competence development of the employee, is not necessarily about eliminating the span, but on the contrary to balance it. The model for the competence development span is not only a disclosure of different perspectives, but it gives a better foundation for conscious actions in the field for all who have an interest in the problem. The analysis shows that if competence development is not connected to the em-ployees’ work, but instead is reduced to being used as a rewards tool, then the risk of organisational problems such as lack of employee motivation and difficulties in retaining employees, which are resolved by competence development, will either remain the same or increase in worst case scenarios.
|Uddannelser||Pædagogik og Uddannelsesstudier, (Bachelor/kandidatuddannelse) KandidatVirksomhedsstudier, (Bachelor/kandidatuddannelse) Kandidat|
|Udgivelsesdato||18 dec. 2007|
|Vejledere||Birger Steen Nielsen|
- Strategisk ledelse