Arbetsplatslärande: En fallstudie om ledningsarbete inom upplärningsprocessen.

Sammanfattning: The concept of competence summarizes requirements for knowledge and skills that are required for individuals, companies, organisations and nations to function effectively and in a timely manner. The growth of the service society in parallel with today’s rapid knowledge and technology development and increased processional competition has resulted in competence becoming a central concept in education and management. The development has meant a greater focus on external efficiency (to do the right things), which means that human performance, competence, nowadays are a prerequisite for delivering value to the customer. The improvement has been carried out at Liseberg which is one of Sweden’s most visited tourist destinations. The work has been delimited to the housing department and the working group reception. The reception is one of three working groups that are active in the department and is responsible for the guest’s stay at Liseberg’s residential facilities, Lisebergsbyn and Askim Stand. Before the improvement, a preliminary study was carried out that identified improvement possibilities in the training process of new employees to the reception. The preliminary study showed a great variation in the result and the experience of the execution of the training, which was considered an urgent improvement as the department is driven by human performance. Therefore, the aim of the improvement has been to improve the training process within the workgroup reception by clarifying working techniques and ensuring competence. Investigations of the present education process, how the work techniques can be clarified and how the competence can be ensured have been used to achieve the aim of the study. The result indicates that the working group has a common understanding of what needs to be taught and why it is important, however when and how a work task should be taught. The training process is currently not process-focused or defined, among other things, lacking management processes completely, which explains the employees’ experience of lack of structure and focus. The process function in such a way, as allowing the responsible managers to plan the work process themselves. The results also show that the managers’ motivation and self-confidence to their own competence to carry out the work with the process are varied. The study concludes that the training process needs to be process-focused, have management processes and add a supervisor course to the existing support process to ensure the necessary competence needed, as well as unifying and clarifying the working techniques. The working group also needs to clarify roles and expectations linked to the process’s activities and apply situational based management to the operative part of the process.