DET MINDRE FÖRETAGETS MEDARBETARSKAP - En studie om hur medarbetarskap upplevs och hanteras i ett småföretag
Sammanfattning: In the Swedish labour market discourse, the term Medarbetarskap (co-workership) has takena key role. Medarbetarskap, in short, is a way of understanding the employee’s approach towork tasks and how organizational relations are conducted. The term Medarbetarskap isfound in both strategic HR and operational personnel work in Swedish companies.Nevertheless, Medarbetarskap does not enable an unambiguous interpretation, thus, themeaning and practice of Medarbetarskap differs depending on context and organizationalpreconditions. Most of the previous research within Medarbetarskap and the internationalequivalent field Employee Engagement (EE) has been conducted without company size as acontextual factor. Human Resource Management (HRM), however, in small-size companies,has been studied more thoroughly. These studies conclude that HRM-activities in small-sizecompanies are informal and in a state of exchange between supervisors and employees. Thispaper aims to provide further knowledge on Medarbetarskap specifically and how it ispracticed and experienced within a small-size company as a part of HRM.This paper draws on empirical data from a case study at a Swedish small-size company. Thecase study was conducted through a combination of qualitative and quantitative methods. Thequantitative content was a web survey, which was sent out to company employees, with thepurpose of capturing their experience of Medarbetarskap in the company. The survey resultwas combined with a qualitative interview with the company CEO to broaden the perspectiveand understand how activities that develop Medarbetarskap are constituted at the strategic level. By analyzing the combined data, this study shows that there are key characteristics ofthe small-size company that effects how Medarbetarskap is experienced and practiced. Thecloseness between employees and between employees and supervisors in the small-sizecompany shapes work tasks and relationships, creating companionship and the feeling ofcontribution. Furthermore, collaboration between employees is opened up due to informalstructures, which calls on to discuss processes and to allocate responsibility. Nevertheless,informal processes risk being inefficient and more formal responsibility among employees issometimes required for a well developed Medarbetarskap with continued organizationalgrowth. We argue that there are aspects of how Medarbetarskap functions in an HR-context ina small-size company that are fruitful for the understanding of Medarbetarskap overall andhow it flows in companies of different sizes.
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