|
Absent Manager
|
I
|
The informant described a situation where the employer/line manager was physically absent or/and unable to give support to the employees.
|
|
Agent of Change
|
D
|
The informant described a situation where she had an active role in the implementation of the changes.
|
|
Already Ill
|
D
|
Means that the informant mentioned having already had a debilitating illness at the beginning of 1991.
|
|
Control In
|
D
|
Informants described a feeling of being in control during day-to-day activities at work, e.g. regarding when and how the work tasks should be performed.
|
|
Control Over
|
D
|
Informants felt that they had substantial influence over structural issues at the workplace, e.g. the setting of new goals, organisational decisions, hiring of new employees etc.
|
|
Cost-Cutting
|
D
|
The informant expressed the view that the organisational changes were mainly driven by financial cuts.
|
|
Disintegration
|
D
|
The informant described that subgroups were formed and that former colleagues were split up making cooperation more difficult.
|
|
High Workload
|
D
|
The informant experiences a high workload with few pauses.
|
|
Humiliating Position
|
I
|
The informant experienced a state of low status or belittlement and a feeling of being an outsider or not being wanted at the workplace.
|
|
Insufficient Dialogue
|
D
|
The informant experienced a lack of, or insufficient, dialogue with her line manager and other superiors during the organisational changes.
|
|
Investment
|
D
|
The informant felt that the organizational changes were aimed at improvement rather than cost-cutting, and that the management invested in the organization.
|
|
Lacking Competence or Qualifications
|
I
|
The informant experienced a lack of competence or formal qualifications in relation to other employees and/or work tasks.
|
|
Lacking Exit Possibility
|
I
|
The informant had not seen a realistic possibility to find another job.
|
|
Mentor
|
I
|
The informant mentioned a person who gave support and inspiration, and who in different ways encouraged the informant during the changes.
|
|
Multiple Roles
|
I
|
The informant worked in several teams in parallel.
|
|
Pioneering Spirit
|
I
|
The term Pioneering Spirit (Swedish: nybyggaranda) was mentioned with enthusiasm in several interviews, a phenomenon which was described in terms of being there 'from the beginning' and 'building something new'.
|
|
Problem with Colleagues
|
D
|
The informant mentioned conflicts or malfunctioning communication at the workplace.
|
|
Stress in Private Life
|
D
|
The informant mentioned having experienced difficulties and/or stress in her social/private life.
|
|
Support from Colleagues
|
D
|
The informant experienced good support from her colleagues, both at work and in private life.
|
|
Support in Private Life
|
D
|
The informant experienced good support from her family.
|
|
Unregulated Work
|
I
|
The informant experienced a lack of clear limits and guidelines regarding work tasks from the management and among the employees.
|
|
Well Planned Change Process of change
|
I
|
The informant described a clear structure for involvement of the employees in the changes, e.g. in the form of meetings, clear information, and adequate dialogue.
|
