Total Quality Management Vol. 18, No.

7, 823 844, September 2007

Su e!!"ul Management Met#o$ologie! "or % #ie&ing 'o()or*er +ealt# in a ,arge -rgani.ation

2i&i!ion o" Quality an$ 1n&ironmental Management, ,ulea S4e$en

3ni&er!ity o" Te #nology,

%5ST0%'T To$ay, many organi.ation! e6perien e problem! 4it# #ig# le&el! o" !i * lea&e. T#i! #a! negati&e impli ation! on t#e organi.ation!7 ability to ompete on t#e mar*et, but al!o mean! !u""ering "or t#e in$i&i$ual employee!. T#e lea$er!#ip o" t#e organi.ation i! on!i$ere$ by !e&eral re!ear #er! to impa t on employee #ealt# an$ ompetiti&e a$&antage. +o4e&er, it i! argue$ t#at t#e larger an organi.ation get!, t#e #ar$er it i! to apply goo$ lea$er!#ip. T#ere"ore, t#e purpo!e o" t#i! paper i! to $e! ribe #o4 management in a large S4e$i!# ban*, a4ar$e$ a! 8S4e$en7! be!t 4or*pla e7, #a! !u e!!"ully 4or*e$ to tran!"orm in rea!ing le&el! o" !i * lea&e into o(4or*er #ealt# an$ pro"itability. T#e paper al!o in lu$e! !ugge!tion! t#at manager! in ot#er organi.ation! mig#t on!i$er a$opting. T#roug# inter&ie4!, 4it# manager! at $i""erent organi.ational le&el! o" t#e ban*, management met#o$ologie! an$ !u e!! "a tor! #a&e been i$enti"ie$. T#e ommitment o" t#e ban*7! manager! !eem! to #a&e been entral to a #ie&e a #ealt#y an$ e""i ient organi.ation. 16e uti&e manager! #a&e #a$ a on!pi uou! !trategi "o u! on #ealt# i!!ue! an$ !et ob9e ti&e! t#erea"ter. T#e!e ob9e ti&e! #a&e been $eliberately !upporte$ by t#e manager!7 met#o$ologie! an$ !u e!!"ully pa!!e$ on t#roug#out t#e organi.ational #ierar #y to t#e ban* o""i e!. 2ialogue!, $elegation an$ lear goal !etting !eem to #a&e been important met#o$ologie!. Mi$$le manager! in a$$ition #a&e been lu i$ oa #e! to o""i e manager!, 4#o in turn #a&e put "o u! on buil$ing relation!#ip! an$ en ouraging employee!. :1; )-02S < organi.ation! Management, lea$er!#ip, #ealt#, Total Quality Management, met#o$ologie!, large

=ntro$u tion Sin e about 1>80, !i *ne!! ab!en e #a! ri!en to alarming le&el! in part! o" 1urope. =n S4e$en, "or in!tan e, long(term !i * lea&e li!te$ ?o" more t#an 3@A $ay!B in rea!e$ by almo!t 30C bet4een 1>>7 an$ 2001 ?S-3 2002< AB.

/ / 'orre!pon$en e %$$re!!< % !a )re$er, 2i&i!ion o" Quality an$ 1n&ironmental Management, ,ulea 3ni&er!ity

o" Te #nology, S4e$en 1478(33@3 DrintE1478(3371 -nlineE07E070823 22 # 2007 Taylor F Gran i! 2-=< 10.1080E147833@070134>>48

% #ie&ing 'o()or*er +ealt# in a ,arge -rgani.ation

5a$ #ealt# #a! impli ation! "or !o iety a! a 4#ole. Gor in!tan e, t#e o!t! "or !i *ne!! bene"it! an$ $i!ablement pen!ion! ombine$ 4ere 10C o" t#e S4e$i!# Ho&ernment7! total !pen$ing in 2001 ?T#e National So ial =n!uran e 5oar$, 2000, 2003B. Not lea!t, ba$ #ealt# mean! !u""ering "or t#e in$i&i$ual employee! on erne$ an$ #a! impli ation! on t#eir per( "orman e an$ ability to 4or* an$ be pro$u ti&e. 'on!eIuently, "rom a bu!ine!! per!pe ( ti&e, !i *ne!! re$u e! an organi.ation7! ability to ompete on t#e mar*et an$ it! "uture pro!pe t!. T#ere"ore, met#o$! to re$u e t#e o!t! o" !i *ne!! ab!en e an$ 4or*ing $i!abil( ity are nee$e$ ?'or$e! F 2oug#erty, 1>>3J %rnet., 2002J Dorter et al., 2003B. ,ea$er!#ip i! mentione$ by !e&eral re!ear #er! a! an i!!ue 4it# on!i$erable impa t on employee #ealt#J !ee, "or in!tan e, 5en$er! F &an $e ,ooi9 ?1>>4B, 1ri*!!on ?2003B an$ K4et!loot F Dot ?2004B. Se&eral re!ear #er! al!o e6plain #o4 lea$er!#ip mu!t be on( $u te$ in !u # a 4ay a! to in rea!e t#e moti&ation an$ 4ell(being o" o(4or*er!.1 +o4e&er, t#ere i! o"ten a on"li t bet4een t#e #uman a!pe t! an$ t#e $eman$! o" e""i ien y an$ pro"itabilityJ !ee, "or in!tan e, 2eming ?1>8@B, 2o #erty et al. ?2002B an$ Dorter et al. ?2003B. 2o #erty et al. ?2002B, among ot#er!, laim t#at management #a! to be more !up( porti&e an$ t#at aut#ority #a! to be $elegate$ to t#e lo4er le&el! o" t#e organi.ational !tru ( ture! to meet !u e!!"ully t#e reIuirement! an$ omple6ity o" to$ay7! bu!ine!! mar*et. +o4e&er, t#ere are organi.ation! t#at #a&e !u e!!"ully bro*en t#e tren$ to4ar$! ri!ing !i *ne!! ab!en e, nurture$ o(4or*er #ealt# an$ !imultaneou!ly a #ie&e$ "inan ial gro4t#. 0e ent !tu$ie! o" !ome !mall an$ me$ium !i.e$ organi.ation!, 4#o #a&e re ei&e$ t#e a4ar$ 8S4e$en7! be!t 4or*pla e7, !#o4 t#at t#e lea$er!#ip, in"ra!tru ture! "or om( muni ation, relation!#ip buil$ing a ti&itie!, o(4or*er!7 in"luen e, e!tabli!#e$ #oli!ti &ie4! an$ balan e bet4een 4or* an$ pri&ate li"e #a&e been &ital !u e!! "a tor! "or a #ie&ing #ealt# ?+arne!* et al., 2004B. +o4e&er, a! organi.ation! gro4 larger, internal ommuni ation get! more $i""i ult ?2aly et al., 2003B. % or$ing to Nil!!on ?1>>>B, mo!t large organi.ation! #a&e #ierar #( i al !tru ture!, omple6 ommuni ation #annel! an$ are le!! empo4ering. 2eming ?1>8@B e&en laim! t#at it i! &ery $i""i ult to apply goo$ lea$er!#ip in large organi.ation!. T#ere"ore, it i! o" great importan e to !tu$y an$ learn #o4 management in large organi.( ation! an a t to a #ie&e o(4or*er #ealt# in ombination 4it# e onomi gro4t#. T#i! !tu$y #a!, "or t#at rea!on, been on$u te$ at t#e ban* GoL rening!!parban*en, re ei&er o" t#e a4ar$ 8S4e$en7! be!t 4or*pla e7 "or large organi.ation! in 2003. T#e aim o" t#e !tu$y 4a! to an!4er t#e Iue!tion< #o4 #a&e manager! on $i""erent le&el! 4or*e$ to a #ie&e o(4or*er #ealt#M =n a$$ition, t#e purpo!e o" t#i! paper i! to $e! ribe #o4 man( ager! at $i""erent le&el! in t#e ban* #a&e $eliberately 4or*e$ to !upport t#e $e&elopment o" o(4or*er #ealt# toget#er 4it# pro"itability, an$ al!o to i$enti"y !u e!!"ul management met#o$ologie! ?4ay! o" 4or*ingB t#at manager! in ot#er organi.ation! an a$opt. 'a!e 2e! ription GoL rening!!parban*en i! one o" t#e large!t ban*ing group! in t#e Nor$i area an$ 4a! "oun$e$ in 1>>7 t#roug# t#e "u!ion o" Sparban*en S&erige an$ GoL rening!ban*en, 4#i # #a&e t#eir root! in t#e early 1>t# an$ 20t# enturie! re!pe ti&ely2. % or$ing to GoL rening!Sparban*en %5 ?200AaB t#e ban*7! "un$amental &alue! are long(term !u!tainable $e&elopment an$ a !trong relation!#ip 4it# lo al ommunitie!. =t prioriti!e! u!tomer !ati!"a tion an$ aim! to be 8a ban* "or e&eryone7 an$ an attra ti&e employer. Moreo&er, t#e ban* !tan$! "or !e urity, #umility, re!pe t, openne!! an$

% #ie&ing 'o()or*er +ealt# in a ,arge -rgani.ation

Table 1. % !ele tion o" important e&ent! in GoL rening!!parban*en, mainly bet4een 2000 an$ 2004 ;ear 1>>7 1>>> 2000 2001 2004 2001 2004 2002 2002 2004 lea&e. 2003 2003 2003 F 2004 2004 % ti&ity in GoL rening!!parban*en Sta"" re$u tion! a! on!eIuen e o" t#e merger. T#e o($etermination agreement ?=2%B 4a! e!tabli!#e$. 0ole! o" employee! an$ manager! 4ere $e"ine$ in or$er to better meet t#e nee$! o" u!tomer!. Drogram! "or manager! 4ere arrie$ out to en!ure ne4 lea$er!#ip an$ #elp manager!. % !ta"" re$u tion program, in lu$ing more t#an A00 employee!, 4a! run in t#e ban*ing group. % #ealt# pro9e t 4a! arrie$ out in or$er to ope 4it# in rea!ing le&el! o" !i * 0e ei&e$ t#e national %le ta a4ar$ 8S4e$en7! be!t 4or*pla e7. % ne4 '1- 4a! appointe$. )a! t#e mo!t pro"itable ma9or ban* in t#e Nor$i region. 0e ei&e$ an a4ar$ a! 8T#e 'ompeten e 'ompany o" t#e year7.

in&ol&ement. % #ara teri!ti i! a o($etermination agreement aiming at in&iting employee! to ta*e part in t#e ban*7! operation! t#roug# in!ig#t, in&ol&ement, an$ re!pon!ibility, !ee Table 1. GoL rening!!parban*en #a! aroun$ 1A,000 employee!, o" 4#i # appro6imately >,000 are 4or*ing in S4e$en ?in 2004B. T#e group i! organi.e$ into "i&e bu!ine!! area! in lu$ing S4e$( ban* Mar*et! ?in&e!tment ban*B, 0obur ?"un$ managementB an$ S4e$i!# retail operation!. T#e latter on!i!t! o" !ub!i$iarie!, "or in!tan e t#e telep#one an$ internet ban*! an$ t#e ban* bran #e!. T#e ban* bran #e! ma*e up an important unit, 4#i # i! $i&i$e$ into geograp#i region! an$ en ompa!!e! a net4or* o" lo al ban* o""i e!J !ee Gigure 1. =n 2004, aroun$ 4>0 o""i e! 4ere $i&i$e$ into 7A lo al ban*! in !i6 region! ?GoL rening!Sparban*en %5, 200AaB. =n t#e %nnual 0eport 2004, impro&ement! in mea!urement o" #ealt# i!!ue!, a! 4ell a! u!tomer !ati!"a tion an$ pro"itability, o" t#e S4e$i!# operation! 4ere pre!ente$J !ee Table 2 an$ Gigure 2. T#eory Management an$ ,ea$er!#ip T#e e6pre!!ion! 8management7 an$ 8lea$er!#ip7 are generally u!e$, but #a&e a &ariety o" $e"inition! an$ meaning! ?;u*l, 2002B. % or$ing to !e&eral aut#or!, e.g. :otter ?1>88B,
Table 2. T#e $e&elopment o" #uman apital, in term! o" t#e in$i e! mea!ure$ !in e 2003. 8Sati!"ie$ 1mployee =n$e67 mea!ure! employee!7 opinion! o" t#eir per!onal !ituation in t#e ompany, 8)ell( being7 mea!ure! employee!7 opinion! o" #ealt#(relate$ i!!ue! an$ 8Value(a$$ing ability7 mea!ure! employee!7 opinion! o" t#eir ability to reate &alue "or u!tomer! 2e&elopment o" +uman 'apital ?,o al ban*! in S4e$enB Sati!"ie$ 1mployee in$e6 )ell(being Value(a$$ing ability ?pri&ate an$ bu!ine!! u!tomer!B 20 03 @ 7 A A 7 A 2004 @8 7A 77,A

% #ie&ing 'o()or*er +ealt# in a ,arge -rgani.ation

Gigure 1. -&er&ie4 o" t#e 85an* bran #e!7 unit. T#e relation bet4een o""i e!, lo al ban*! an$ region! i! illu!trate$. T#e "igure al!o !#o4! t#e onne tion bet4een t#e!e region!, t#e unit an$ t#e e6e uti&e management

Gigure 2. T#e number! o" long(term #ealt#y employee!, i.e. employee! 4#o ta*e a ma6imum o" "i&e !i * $ay! $uring a 12(mont# perio$, #a&e in rea!e$ an$ !i * lea&e! #a&e $e rea!e$ 4it#in GoL rening!!parban*en bet4een 2003 an$ 2004. %t t#e !ame time bot# pro"it an$ u!tomer !ati!"a tion #a&e impro&e$

% #ie&ing 'o()or*er +ealt# in a ,arge -rgani.ation

t#ere i! a $i""eren e bet4een management an$ lea$er!#ip. :otter ?1>88B $e! ribe! lea$er( !#ip a! 8a pro e!! "or in"luen e, 4it#out "or ing, one or !e&eral group! o" people in one $ire tion7. ;u*l ?2002B laim! t#at t#e 4or$ 8manager7 i! an o upational title "or many people. +e "urt#er argue! t#at it i! ob&iou! t#at a per!on an be a lea$er 4it#out being a manager an$ be a manager 4it#out lea$ing. ;u*l ?2002B belie&e! t#at !u e!!"ul management al!o nee$! to in orporate lea$er!#ip. =n t#i! paper, lea$er!#ip 4ill be u!e$ a! $e"ine$ by :otter ?1>88B, 4#ile management 4ill be a!!o iate$ 4it# a pro"e!!ion an$ t#e 4ay an organi.ation i! ontrolle$ t#roug# i!!ue! o" !trategie!, re!pon!ibilitie!, planning an$ re!ult!. ,ea$er!#ip i! al!o a!!ume$ to be an important part o" management.

+ealt# an$ +ealt# Dromotion T#e on ept o" 8#ealt#7 i! $i""i ult to $e"ine in an unambiguou! 4ay. +o4e&er, many re!ear #er! !eem to #a&e a #umani!ti &ie4 o" #ealt# an$ agree t#at #ealt# i! more t#an 9u!t la * o" illne!! an$ $i!ea!e! ?Me$in F %le6an$er!!on, 2000B. T#e $e"inition o" #ealt# in t#i! paper 4ill "ollo4 t#e 4ell(*no4n an$ a epte$ $e"inition, !tate$ by t#e )+-7! 'on!titution ?1>48B< 8+ealt# i! a !tate o" omplete p#y!i al, mental an$ !o ial 4ell(being an$ not merely t#e ab!en e o" $i!ea!e or in"irmity7. T#e on ept o" 8#ealt# promotion7 i! o"ten u!e$ "or 4or* aime$ at in rea!ing goo$ #ealt#. % or$ing to )+- ?1>8@B, #ealt# promotion i!< 8t#e pro e!! o" enabling people to in rea!e ontrol o&er, an$ to impro&e, t#eir #ealt#7. To a #ie&e #ealt#, an in$i&i$ual or group mu!t be able to i$enti"y an$ reali!e goal!, !ati!"y nee$! an$ #ange or ope 4it# t#e en&ironment ?)+-, 1>8@B. Se&eral re!ear #er! al!o $i! u!! 4#at "a tor! an a""e t employee #ealt# an$ ma*e people "eel 4ell at 4or*. Gor e6ample, K4et!loot F Dot ?2004B #ig#lig#t !ome i!!ue!, nor( mally not regar$e$ a! #ealt# relate$, 4#i # #a&e on!i$erable impa t on #ealt#< lea$er!#ip an$ it! !tyle, in$u!trial relation!, tru!t, ommuni ation, orporate ulture, bu!ine!! part( ner! an$ organi.ational $e&elopment, among ot#er!. % !tu$y pre!ente$ by 1ri*!!on ?2003B, o" t#ree $i""erent organi.ation!, al!o !#o4! t#at t#e management, !tru ture! an$ routine! o" 4or*, larity an$ balan e bet4een reIuirement!, ob9e ti&e! an$ re!our e!, are &ital to #o4 employee! per ei&e t#eir #ealt#. Similar t#oug#t! are N N e6pre!!e$ by '! O*!.entmi#a lyi ?2003B, 4#o laim! t#at on$ition! !u # a!, "or in!tan e, lear goal!, "ee$ba * an$ balan e bet4een #allenge! an$ !*ill! are *ey i!!ue!. Hrie!inger ?1>>0B al!o belie&e! t#at a re$u tion in un ertainty an$ an in rea!e in #one!ty an$ openne!! an ontribute to bot# !o ial an$ et#i al betterment an$ e onomi e""i ien y. %rnet. ?2002B pre!ent! re!ear # on !tre!!, e""i ien y an$ rene4al !een "rom t#e per!pe ( ti&e o" organi.ation!. +e argue! t#at t#e initiate lea$er! ?at t#e lo4e!t le&elB o" an organ( i.ation an a""e t t#e o(4or*er!7 a4arene!! o" e""e ti&ene!! an$ t#ereby t#eir 4or* !ati!"a tion, 4#i # in t#e long run #a! a $ire t impa t on t#e Iuality t#at i! &ital to a #ie&e u!tomer !ati!"a tion. T#i! !tatement i! al!o ba *e$ up by Dorter et al. ?2003B an$ t#e i$ea! in Total Quality Management t#at 5ergman F :le"!9oL ?2003B $e! ribe. 1ri*!!on ?2003B al!o argue! t#at organi.ation! mu!t #a&e a #oli!ti &ie4, but al!o t#at organi.ation! nee$ to t#in* o" #ealt# in!tea$ o" !i *ne!! to promote #ealt#. Gurt#ermore, ,in$*&i!t ?1>>@B laim! t#at top management initiati&e! an$ long(term per!pe ti&e! a! 4ell a! a "o u! on 8!o"t7 a!pe t! are a!!o iate$ 4it# ompetiti&e !u e!!. +e belie&e!

% #ie&ing 'o()or*er +ealt# in a ,arge -rgani.ation

t#at t#e "igure! in t#e bu$get are in!u""i ient a! !tati!ti ! unle!! omplemente$ by on!i$er( able $ialogue 4it# o(4or*er!. Management 'on ept! 2uring t#e la!t "e4 $e a$e!, management on ept! !u # a! ,ean Dro$u tion, Total Quality Management, 5u!ine!! Dro e!! 0eengineering an$ =ntegral +ealt# Management #a&e been u!e$ to "a ilitate #ange! an$ $e&elopment to4ar$ bu!ine!! e6 ellen e ?2o #erty et al., 2002J K4et!loot F Dot, 2004B. K4et!loot F Dot ?2004B $i! u!! t#e bu!ine!! &alue o" #ealt# management. T#ey pre!ent =ntegral +ealt# Management ?=+MB, a !trategi approa # "or re$u ing t#e o!t! o" !i *ne!! ab!en e an$ 4or*ing $i!ability, 4#ile at t#e !ame time in rea!ing t#e pro$u ti&ity an$ re!ilien e o" t#e ompany an$ it! employee!. To implement =+M, t#ey !ugge!t t#at "i&e #ange! o" a general #ealt# an$ !a"ety nature are nee$e$< . Grom "o u! on problem !ol&ing to po!iti&e #allenge!. . Grom a me$i al per!pe ti&e to a bu!ine!! per!pe ti&e on #ealt#. . Grom "ragmente$ a ti&itie! to a #oli!ti approa #. . Grom attention on people 4it# #ealt# problem! to are "or all per!onnel. . Grom o!t to a !oun$ in&e!tment. T#e onne tion bet4een Total Quality Management ?TQMB an$ pro"itability #a! been e6plore$ in !e&eral in&e!tigation!. Gor e6ample, 1ri*!!on F +an!!on ?2003B !#o4e$ in a S4e$i!# !tu$y, t#at organi!ation! t#at re ei&e$ Iuality a4ar$! per"orme$ better t#an om( parable ompetitor! an$ bran # in$i e!. 0e ent !tu$ie! #a&e al!o reporte$ on orrelation! bet4een TQM(&alue! an$ t#e per eption! employee! #a&e o" t#eir o4n #ealt#J !ee ,agro!en ?2004B an$ ,agro!en F 5aL *!troL m ?200AB. % or$ing to +ell!ten F :le"!9oL ?2000B, Total Quality Management an be $e! ribe$ a! a management !y!tem on!i!ting o" &alue!, met#o$ologie! an$ tool!J !ee Gigure 3. To a #ie&e re!ult!, t#e &alue! mu!t per!i!tently be !upporte$ by !uitable met#o$ologie! an$ tool!. =n a$$ition, management mu!t pre!er&e t#e ore &alue! in TQM by Iuality a ti&itie! an$ 4it# t#e u!e o" e onomi , et#i al an$ ot#er re!our e!J !ee +ell!ten F :le"!9oL ?2000B. T#e relation bet4een parti ipation an$ 4or* !ati!"a tion #a! been a !ub9e t o" re!ear # literature "or many year! ?!ee "or in!tan e Mayo, 1>4>J M Hregor, 1>@0J :on$o, 1>>3B. Ne&ert#ele!!, it i! not e&i$ent 4#at met#o$ologie! to u!e in to$ay7! 4or*ing li"e to !upport t#e &alue! o" TQM an$ reate o(4or*er #ealt#. =n re ent literature, t#ere i! a lot about !o( alle$ 8#ealt# "a tor!7, but little on erning parti ular management met#o$( ologie! "or a #ie&ing o(4or*er #ealt#. 0e!ear # Met#o$ 0e!ear # Strategy an$ %pproa # % Iualitati&e a!e !tu$y 4a! per"orme$ to e6plore management met#o$ologie! 4it#in GoL rening!!parban*en. Merriam ?1>88B, Mile! F +uberman ?1>>4B, ;in ?1>>4B an$ Ki*mun$ ?2000B among ot#er!, $i! u!! $i""erent re!ear # !trategie! "or Iualitati&e re!ear #. =n t#i! a!e an e6plorati&e !tu$y 4a! on$u te$ t#roug# a !ingle( a!e approa #

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Gigure 3. Total Quality Management an be !een a! a management !y!tem ma$e up o" &alue!, met#o$ologie! an$ tool!. T#e &alue! are "i6e$ but t#e met#o$ologie! an$ tool! are 9u!t e6ample! an$ an $i""er $epen$ing on t#e &alue it i! !uppo!e$ to !upport. T#e ob9e ti&e o" t#e !y!tem i! to reate in rea!e$ e6ternal an$ internal u!tomer !ati!"a tion 4it# le!! re!our e on!umption ?+ell!ten F :le"!9oL 2000B

4it# embe$$e$ unit! o" analy!i!. =n t#at 4ay $i""erent unit! o" t#e organi.ational #ierar #y oul$ be !tu$ie$ by u!e o" numerou! tool!. T#e "ull re!ear # pro e!!, 4#i # originate$ "rom t#e aim o" t#e !tu$y, i! $e! ribe$ in Gigure 4. T#e a!e !tu$y organi.ation 4a! #o!en on it! re ognition a! a !u e!!"ul organ( i.ation an$ re ei&er o" t#e %le ta a4ar$,3 8S4e$en7! be!t 4or*pla e7, in 2003. Sele tion o" =nter&ie4ee! Mile! F +uberman ?1>>4B !tate t#at a *ey "eature o" Iualitati&e !ampling i! t#e 4or* 4it# a $eeper !tu$y o" a !mall !ample o" people in t#eir natural onte6t. Sin e !tati!ti al gen( erali.ing 4a! o" no intere!t, non(probability !ampling 4a! u!e$ to !ele t appropriate man( ager! 4it#in GoL rening!!parban*en. =n %ugu!t 2004, t#e re!ear # team "ir!t got in onta t 4it# t#e pro9e t manager o" t#e ban*7! no4( on lu$e$ ompany(4i$e #ealt# pro9e t. =n ooperation 4it# #er an$ ot#er manager!, t#e team $e i$e$ to "o u! on one unitJ t#e 5an* bran #e! 4it#in t#e bu!ine!! area o" 8S4e$i!# retail operation!7< !ee Gigure 1. T#i! #oi e 4a! ma$e be au!e o" t#e lear organi.ational !tru ture o" t#i! unit. Gurt#ermore, it i! repre!ente$ all o&er S4e$en. Subunit! an$ re!pon$ent! 4ere t#en #o!en to o&er !e&eral le&el! o" t#e organi.ational #ierar #y an$ t#e geograp#i al $i!per!ion o" t#e organi.ation. T#e !tu$y 4a! ba!e$ on t#ree management le&el! t#at 4oul$ o&er t#e #ierar #y "rom top manager! to t#e ban* o""i e!. T#e +0 Manager ?4#o 4a! al!o t#e 16e uti&e Vi e Dre!i$entB, 4a! #o!en to rep( re!ent t#e boar$ o" $ire tor!. To o&er t#e re!t o" t#e management !tru ture 4it#in t#e 5an* bran #e! t4o 8lo al unit!7 4ere #o!en 4it# !upport "rom t#e pro9e t manager. T#e!e unit!, #ere alle$ lo al ban* % an$ lo al ban* 5, are lo ate$ in $i""erent part! o"

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>

Gigure 4. T#e re!ear # pro e!! o" t#e !tu$y at GoL rening!!parban*en. T#e pro e!! 4a! pre e$e$ by literature !tu$ie! an$ al!o omplemente$ by $o ument !tu$ie!

S4e$en an$ 4ere #o!en be au!e t#ey repre!ent t#e geograp#i al $i!per!ion o" t#e organ( i.ation. Meeting! 4ere #el$ 4it# t#e manager! o" t#e t4o unit! !in e t#ey 4ere naturally t#e repre!entati&e! o" t#e !e on$ management le&el. T#e aim o" t#e meeting! 4a! to $e i$e 4#i # ban* o""i e! to !tu$y. =n t#e en$, t4o lo al o""i e! 4ere ran$omly !ele te$ "rom ea # o" t#e lo al unit! % an$ 5. T#e!e o""i e! are #ere alle$ o""i e a an$ o""i e b. T#e #oi e o" repre!entati&e! o" t#e t#ir$ management le&el, namely t#e t4o manager! o" t#e o""i e!, 4a! t#en ob&iou!. Ginally, t#e !ampling pro e!! re!ulte$ in t#e !ele tion $e! ribe$ in Gigure A.

2ata 'olle tion To e6plore t#e 4or* o" t#e manager!, $ata 4ere olle te$ t#roug# in$i&i$ual !emi( !tru ture$ inter&ie4! $uring - tober to 2e ember 2004. 1a # inter&ie4 la!te$ about an #our an$ a #al" an$ 4a! per"orme$ at t#e manager!7 pla e! o" 4or*. Que!tion "orm! 4ere u!e$ a! gui$e! "or t#e inter&ie4!, but t#e or$er o" t#e Iue!tion! 4a! a$9u!te$ to reate natural on&er!ation!. T#e inter&ie4! 4ere re or$e$ an$ t#e tran! ription! #e *e$ by t#e re!pon$ent! in or$er to eliminate mi!un$er!tan$ing!.

2ata 0e$u tion an$ %naly!i! T#e empiri al $ata 4ere analy!e$ 4it# $i&er!e met#o$ologie! in !e&eral !tep!. T#e entral Iue!tion o" intere!t 4a!< #o4 #a&e manager! at $i""erent le&el! 4or*e$ to a #ie&e o(4or*er #ealt#M

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Gigure A. T#e !ele tion o" repre!entati&e! re!ulte$ in a !ample o" !i6 manager! ?!ee t#e !IuareB "rom t#ree $i""erent management le&el! an$ t4o $i""erent lo al ban*!. )it#in ea # o" t#e t4o lo al ban*! one o""i e manager 4a! #o!en "rom all t#e o""i e!. T#e $iagram al!o !#o4! t#at t#e o""i e manager! repre!ent t#e lo4e!t management le&el o" t#e bu!ine!! area an$ t#ereby 4or* lo!e!t to t#e employee!

T#e tran! ription! 4ere e6amine$ in$i&i$ually by t#e t#ree member! o" t#e re!ear # team, be"ore t#ey e6amine$ t#e empiri al $ata toget#er in t4o 4or*!#op! o&ering t4o $ay! ea #J !ee Gigure 4. =n t#e "ir!t 4or*!#op, t#e in"ormation gi&en by t#e manager! at t#e o""i e le&el 4a! on!i$ere$. T#e aim 4a! to ! rutini.e t#e opinion! an$ met#o$ologie! o" lo4er le&el manager!, be"ore analy.ing t#e intention! o" manager! at #ig#er le&el!. 2uring t#e "ir!t $ay, t#e re!ear # team e6amine$ an$ $i! u!!e$ t#e inter&ie4!. Met#o$( ologie! an$ !u e!! "a tor! 4ere i$enti"ie$ "rom t#e tran! ription! an$, a"ter agreement, 4ritten $o4n on Do!t(=t Note!, 4#i # 4ere pla e$ on a 4#ite(boar$. T#e an!4er! o" t#e o""i e manager! 4ere on!i$ere$ !eparately an$ t#e Do!t(=t Note! 4ere *ept apart to !eparate t#e t4o o" t#em. T#e !e on$ $ay, a !e!!ion 4it# a "a ilitator 4a! #el$ an$ an a""inity $iagram tool 4a! u!e$ to organi.e t#e large amount o" Iualitati&e in"ormation into relate$ ategorie!. T#e e6ternal "a ilitator #a$ no in"ormation about t#e ban*, but #elpe$ t#e re!ear # team to ontrol t#e !tep! o" t#e tool an$ to *eep $i! u!!ion! a! ob9e ti&e a! po!!ible. %""inity $ia( gram! an be u!e$ to olle t an$ re$u e $i!organi.e$ "a t!, i$ea! an$ in"ormation, about un*no4n an$ une6plore$ area!, to a narrati&e "orm ?Mi.uno, 1>88B. =n t#i! !tu$y, t#e tool 4a! applie$ 4it# t#e goal o" a #ie&ing unanimou! an$ $eeper un$er!tan$ing! o" !u e!!"ul met#o$ologie! u!e$ by management an$ #elp buil$ing e6planation!. 5y u!e o" t#e tool, t#e Do!t(=t Note! "rom ea # inter&ie4 4ere organi.e$ into ategorie! in on!en!u! pro e!!e! built on !e&eral !tep!. =nitially, group! o" relate$ "a tor! an$ met#( o$ologie! 4ere arrange$ a or$ing to !ub9e t! t#at 4ere ommon to !e&eral note!. Gor e6ample, group! o" ommuni ation i!!ue!, goal !etting an$ e&aluation an$ #ealt# pre&en( tion 4ere "orme$. T#erea"ter, t#e note! o" ea # group 4ere !ummari.e$ into a !ingle !en( ten e re"le ting t#e ore meaning o" t#e note!. T#e !enten e! 4ere 4ritten $o4n on ne4 Do!t(=t Note! be"ore t#e team again !ear #e$ "or relation! an$ t#i! time "orme$ group! o" !enten e! t#at #a$ onne tion!. -n e more, t#e &ital ontent o" ea # group 4a!

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!ummari.e$ into a !ingle !enten e. T#e!e ne4 !enten e! 4ere al!o, 4#en "ea!ible, arrange$ in au!e(an$(e""e t or$er. Ginally, t#e!e !enten e!, "or ea # re!pon$ent, 4ere u!e$ to "orm a !tatement an!4ering t#e Iue!tion< 8#o4 #a! t#e Pre!pon$entQ 4or*e$ to ma*e GoL rening!!parban*en one o" S4e$en7! be!t 4or*pla e!M7 T#e t4o remaining management le&el! 4ere analy!e$ in t#e !ame 4ay a! t#e o""i e le&el in a !e on$ 4or*!#op. Ginally, t#e re!ult! o" ea # o" t#e !i6 $iagram! 4ere put toget#er in a table to ma*e it ea!ier to e&aluate $i""erent organi.ational le&el! a! 4ell a! t#e lo al ban*!. )#en $ra4ing on lu!ion! t#e empiri al "in$ing! an$ $iagram! 4ere a!!e!!e$ !eparately "or t#e lo al ban*!, but al!o "or $i""erent organi.ational le&el!. ,a!t, t#e "in$ing! 4ere relate$ an$ ompare$ to t#eory. T#e omplete a""inity $iagram! are pre!ente$ in 5aL *( !troL m et al. ?200AB. 0e!ult! T#e empiri al "in$ing! "rom ea # inter&ie4 are #ere pre!ente$ in re&ie4! !orte$ by man( agement le&el! an$ lo al ban*!, !ee al!o Gigure A. T#erea"ter, a "igure 4ill #elp !ummari.e t#e i$enti"ie$ met#o$ologie! an$ !u e!! "a tor!. To begin 4it#, Table 3 gi&e! !ome in"or( mation about t#e 4or*ing !ituation o" t#e re!pon$ent!. Gurt#er in"ormation an be "oun$ in 5aL *!troL m et al. ?200AB. +0 Manager T#e +0 Manager, 4#o #a$ prin ipal re!pon!ibility "or #uman re!our e! an$ ompeten e $e&elopment, !trongly !upporte$ $elegation o" re!pon!ibility an$ aut#ority. +e !tate$ t#at #i! "oremo!t ta!* a! a lea$er 4a! to point t#e 4ay an$ ma*e !ure t#at management 4it#in t#e ban* #a$ a ommon un$er!tan$ing o" t#e ban*7! !tatu! an$ in 4#at $ire tion! to 4or*. =n 1>>>, 4#en t#e +0 Manager 4a! re ruite$, t#e ban* 4a! at t#e en$ o" t#e "u!ion pro e!! bet4een Sparban*en an$ GoL rening!ban*en, t4o "ormer ompetitor!. T#i! pro e!! re!ulte$ in e6ten!i&e #ange! in t#e organi.ation, ne4 =T !y!tem! an$ !ta"" re$u tion programme!. %t t#e !ame time, management noti e$ t#at t#e !i * lea&e 4a! on( !tantly in rea!ing. =n 2001, t#e #ealt# !tatu! o" t#e organi.ation 4a! !tu$ie$ in !y!temati 4ay! an$ t#e re!ult! 4ere alarming. T#ere"ore, t#e +0 Manager initiate$ a #ealt# pro9e t in 2002 an$ appointe$ a pro9e t manager, 4#o 4a! a!!igne$ to e&aluate 4#at !#oul$ be $one to re$u e t#e #ig# le&el o" !i * lea&e. T#e pro9e t 4a! "ini!#e$ in 2004 an$ #a$ t#en re!ulte$ in #ange$ in"ra!tru ture! an$ routine! an$ al!o ne4 4ay! o" mea!uring #ealt#. To en!ure an en$uring an$ !y!temati
Table 3. 5a!i "a t! about t#e !tu$ie$ lo al ban*! an$ o""i e!. ,o al ban* % an$ o""i e a No o" lo al ban*! in t#e region No o" employee! in lo al ban* No o" o""i e! in lo al ban* No o" employee! in o""i e 1 1 3 1 > ?all04omenB ,o al ban* 5 an$ o""i e 3 2A0 1A 7 ?mi6 o" men an$ 4omenB

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approa # to #ealt# on ern! an$ to get t#e routine! to 4or*, t#e pro9e t manager 4a! po!i( tione$ in a ompany(4i$e organi.ation t#at 4oul$ integrate #ealt# an$ 4ellne!! i!!ue! 4it# 4or*(relate$ #ealt# i!!ue!. +o4e&er, manager! at lo4er le&el! 4ere !till re!pon!ible "or t#e 4or* en&ironment an$ #ealt# i!!ue! o" t#eir unit! 4#ile t#e e6e uti&e management "o u!e$ on pro&i$ing appropriate met#o$ologie! an$ tool! to #elp t#em !u ee$. T#e +0 Manager !ai$ t#at t#e management approa # to p!y #ologi al #ealt# i!!ue! an$ re#abilitation o" t#o!e !ta"" 4it# long(term !i *ne!! ab!en e #a$ been important part! o" t#e #ealt# pro9e t. +e t#oug#t t#at t#e pro9e t #a$ been !u e!!"ul, but t#at it 4a! too early to e&aluate t#e number! !in e re$u ing !i *ne!! ab!en e i! a long(term pro e!!. +e e6plaine$ t#at it i! &ital t#at people #a&e t#e rig#t prereIui!ite! to per"orm t#eir 4or*, #a&e lear goal!, get "ee$ba * an$ #a&e time to re o&er. % or$ing to #im, t#e *ey "a tor t#at re&er!e$ t#e tren$ 4it#in t#e ban* 4a! t#at t#ey be ame a4are o" t#e problem! an$ t#e o!t!< 8. . . to get attention an$ priority o" ot#er organi.ational i!!ue! you #a&e to reate a "eeling "or t#e e onomi e""e t!. T#at i! 4#at ount!.7 +e al!o belie&e$ t#at t#e ban*7! pre!i$ent #a$ been important, by pointing out t#e $ire tion, in&ol&ing people an$ ma*ing $i""i ult $e i!ion! 4#en nee$e$. Moreo&er, #e e6plaine$ t#at on!i!ten y, ommuni ation in #one!t $ialogue! a! 4ell a! mea!urement! an$ "ee$(ba * on organi.( ational an$ in$i&i$ual le&el! #a$ #a$ a great impa t on t#e !u e!! o" t#e ban*.

'oor$inator o" t#e +ealt# an$ )or* 1n&ironment -rgani.ation o" t#e 5an* ?Gormer Dro9e t ManagerB =n September 2002, a long(term "o u! on #ealt# 4a! initiate$ 4it# t#e #ealt# pro9e t. T#e per!on 4#o 4a! appointe$ a! pro9e t manager #a$ been in t#e ban* !in e 1>88. % or$ing to #er, t#ere 4ere 4illpo4er an$ belie" t#at t#e pro9e t 4oul$ re$u e t#e o!t! o" !i *ne!!, but t#ey $i$ not !tate any o!t re$u tion ob9e ti&e! in eit#er t#e ban* or t#e pro9e t. S#e !ai$ t#at t#e goal 4a! to re$u e !i *ne!! ab!en e an$ in rea!e long(term #ealt#ine!! an$ t#ereby !a&e money. ,u *ily, !#e t#oug#t, t#ey got t#e e6e uti&e management an$ pre!i( $ent to un$er!tan$ t#i!, an$ allo ate re!our e! "or t#e pro9e t. +o4e&er, t#e pro9e t manager 4a! t#e only #uman re!our e ompletely in&ol&e$ in t#e pro9e t, an$ !#e broug#t manager! an$ ot#er o(4or*er! into t#e pro9e t in or$er to integrate it into t#e $ay(to($ay 4or*. T#e manager $e! ribe$ t#e pro9e t a! a $e&elopment pro e!! to 4#i # re!i!tan e #a$ been naturally met. %! a pro9e t manager, !#e #a$ 4or*e$ to in&ol&e bot# e6e uti&e man( agement an$ al!o lo4er le&el manager! an$ o(4or*er!. 8=t $i$ not 4or* to 9u!t point 4it# my "inger. =n my role it 4a! important to in&ol&e people, bot# up4ar$!, $o4n4ar$! an$ !i$e4ay!, !o to !pea*. So you #a$ to "in$ language! t#at t#ey un$er!too$.7 S#e "urt#er e6plaine$ t#at it #a$ been important to "in$ $i""erent language! t#at tal*e$ to t#e $i""erent ategorie! o" !ta"" in or$er to ma*e e&erybo$y un$er!tan$ t#e goal! an$ 4#at 4a! import( ant. )it#in t#e pro9e t, t#ey #a$ "orme$ t#e language to "it t#e intere!t! an$ &alue! o" man( ager! by al!o #a&ing a re!ult orientation an$ a bu!ine!! per!pe ti&e. =n a$$ition, t#e pro9e t #a$ #a$ a !ite on t#e ban*7! intranet in or$er to !prea$ in"ormation an$ a #ie&e a 4i$e un$er!tan$ing. Moreo&er, 4it#in t#e pro9e t t#ey #a$ reate$ a ti&itie! an$ tool! !u # a! a !el"(e&aluation te!t "or per!onal #ealt#, 4#i # 4a! a&ailable "or all o( 4or*er! on t#e intranet. T#e purpo!e o" t#e tool 4a! to a #ie&e impro&ement!, e$u ate an$ rai!e inter( e!t among t#e o(4or*er!.

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% or$ing to t#e manager, t#ere i! al4ay! !ome $i""i ulty "or e6e uti&e management to rea # out to t#e employee! an$ !#e e6plaine$ t#at t#e mi$$le manager! #a$ been important to t#e implementation o" t#e pro9e t. To ma*e it "un tion in t#e $ay(to($ay 4or* t#e e6e uti&e manager! #a$ 4or*e$ t#roug# t#e mi$$le manager! an$ tru!te$ t#eir lo al initiati&e!. =n$ee$, in t#e beginning it #a$ been &ital to t#e pro9e t manager to in&ol&e an$ rai!e intere!t among t#e e6e uti&e management. 8= $o not t#in* t#at it i! po!!ible to !u ee$ in !u # a ta!* Rto a #ie&e o(4or*er #ealt#S unle!! you #a&e a !trong onne tion 4it# e6e uti&e management. = belie&e t#at you an per"orm 4ell !ome4#ere in t#e mi$$le o" an organi.ation, but it 4ill al4ay! run out o" momentum 4it#out upper management7! ommitment.7 S#e ma$e it lear t#at t#roug# on!i!tent an$ open management an$ by in&iting t#e o( 4or*er! an$ not gi&ing up, t#e intention! o" t#e pro9e t #a$ been reali.e$. Gurt#ermore, !#e !ummari.e$ #er t#oug#t! about !u e!! "a tor! o" t#e pro9e t in t#e "ollo4ing term!< ommitte$, open an$ lear lea$er!#ipJ in"ormation !#aring, bu!ine!! "o u! on #ealt#J a u!tomer mo$el in lu$ing bot# !ta*e#ol$er!, u!tomer!, o(4or*er! an$ !o iety a! a 4#oleJ a management mo$el ba!e$ on t#ree omponent!J #uman re!our e!, u!tomer !ati!"a tion in$e6 an$ bu!ine!! re!ult!J !tru ture$ an$ on!i!tent 4or* ?e&alu( ation, planning, per"orming, a!!e!!mentB 4it#in t#e pro9e t an$ t#e organi.ation o" t#e pro9e t. =n t#e en$, !#e e6plaine$ t#at t#e pro9e t "inally #a$ re!ulte$ in a lear organi.ation an$ in"ra!tru ture! "or t#e 4or* en&ironment an$ #ealt# i!!ue! 4it#in t#e ban*. To$ay, t#ere are mea!urement! o" ri!*! an$ t#e #ealt# !tatu! o" !pe i"i organi.ational unit!, 4#i # !#e "eel! are important in or$er to pre&ent an$ a t upon potential ri!*!. T#e pre!ent "o u! i! on ma*ing t#e routine!, mea!urement! an$ a ti&itie! 4or* in pra ti e an$ being on!i!tent in or$er to ma*e t#e #ange! long la!ting.

,o al 5an* Manager % T#e manager o" lo al ban* % #a$ 4or*e$ in t#e ban*ing bu!ine!! almo!t all #i! li"e. +e "elt t#at #i! re!pon!ibility, a! a manager, 4a! to 4or* 4it# bot# people an$ regulation! an$ to balan e t#e a$mini!tration 4or* 4it# lea$er!#ip ta!*!. +e 4or*e$ t#roug# ot#er manager! an$ 4a! on&in e$ t#at #e #a$ to reate #i! lea$er!#ip in ooperation 4it# t#em to be able to ommuni ate t#e !ame ommonly(agree$ goal! an$ me!!age! t#roug#out t#e 4#ole lo al ban*. +e !ai$ t#at 8lea$er!#ip i! about aligning people in t#e organi.ation to t#e !ame ob9e ti&e!, bearing in min$ t#at all o" u! #a&e $i""erent pre on$ition!7. Moreo&er, #e belie&e$ t#at it i! about reating an open limate an$ gi&ing a lot o" !tru ture$ in"or( mation. +i! intention 4a! to gi&e t#e o""i e manager! ab!olute re!pon!ibility, "ree$om, !a"ety an$ !upport. =n a$$ition, t#e manager e6pre!!e$ t#e opinion t#at it 4a! &ital to #i! lea$er!#ip to 4or* 4it#out pre!tige. +e #a$ t#e man$ate, "rom #i! managerJ 8)#en you #a&e a man$ate it i! o*ay to be reati&e, "ail an$ regret mi!ta*e!.7 % or$ing to t#e manager, t#ere 4a! a lear !tru ture "or !#aring in"ormation in t#e ban* an$ a !moot#ly 4or*ing bureau ra y 4it# !imple an$ lear !tru ture! a! 4ell a! regu( lation! gi&en by t#e e6e uti&e boar$. +e !ai$ t#at 4#at #a$ been &ital to t#e !u e!! o" t#e ban* 4ere #one!t ob9e ti&e! o" #ange an$ t#at t#e #ange! #a$ been planne$, money #a$ been allo ate$ to e6e ute t#e plan! an$ t#e plan! #a$ been roote$ in t#e organi.ation be"ore #ange! 4ere e6e ute$.

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Moreo&er, t#e manager belie&e$ t#at t#e ban* #a$ pra ti!e$ a aring lea$er!#ip an$ !ai$ t#at an employee !ati!"a tion in$e6 #a$ been u!e$ to impro&e e&en more. 8%! a lea$er you nee$ to are about t#e o(4or*er! an$ !#o4 t#at you really $o !o. ;ou an $o t#at by ine6( pen!i&e mean! !u # a! o""ering bo4l! o" "ruit7. +e al!o laime$ t#at t#e &alue! you pay attention to a! a manager 4ill be per ei&e$ a! important among o( 4or*er!. % or$ing to #im, a goo$ 4or*ing limate an$ 9ob !ati!"a tion are e!!ential to a #ie&e goo$ re!ult!. ,o al 5an* Manger 5 T#e manager o" lo al ban* 5 #a$ 4or*e$ in t#e ban* an$ "inan e bu!ine!!e! "or more t#an 20 year!. +i! re!pon!ibility 4a! to !uper&i!e t#e o""i e manager! an$ gi&e t#em aut#ority, re!pon!ibilitie! an$ tool! to per"orm t#eir 9ob!. +o4e&er, #e "elt t#at t#roug# #i! lea$er!#ip an$ general manner an$ $emeanour #e 4a! a lea$er "or all o(4or*er! 4it#in t#e lo al ban* an$ o""i e! belonging to it. +e al!o trie$ to &i!it all o(4or*er! in t#eir o""i e! a! o"ten a! po!!ible an$ to *no4 t#em all by name! an$ be a4are o" t#eir pro"e!!ional role!. T#e manager e6plaine$ t#at it i! important t#at manager! remember t#at impro&ement 4or* i! a pro e!!, not a ompetition, in 4#i # all unit! #a&e to ta*e part. +e belie&e$ t#at to !u ee$ in t#e lo al ban*, ontinuou! $ialogue, e&aluation an$ "ee$ba *, ompetent people an$ al!o a lear organi.ational !tru ture 4ere important. Moreo&er, #e u!e$ t#e o""i e manager! to ommuni ate 4it# t#e o(4or*er!. +e ma$e goo$ u!e o" t#e intranet 4#en !#aring in"ormation "rom e6e uti&e management. =n a$$ition, #e 4rote a ne4!letter an$ $i!tribute$ it, in $i""erent "orm!, to t#e employee! o" t#e lo al ban* e&ery 4ee*. Sin e mo!t $e i!ion! 4ere ta*en by e6e uti&e management an$ ommuni ate$ in a #ierar #i al or$er, t#e lo al ban* manager #im!el" got in"ormation an$ brie"ing! regularly "rom #i! manager an$ in t#e 4ee*ly meeting! 4it# t#e regional management. +o4e&er, #e e6plaine$ t#at t#ey $i$ not only $i! u!! re!ult! an$ e onomy $uring t#eir meeting!. T#e 8!o"t &alue!7, 4#i # pro$u e t#e really goo$ re!ult!, 4ere al!o important i!!ue!. +e belie&e$ t#at t#ere i! a relation!#ip bet4een 9ob !ati!"a tion an$ !i *ne!! ab!en e. +i! met#o$ology to *eep people #ealt#y 4a! on!tantly to be ob!er&ant a! a manager. =n a$$ition, #ealt# progre!! 4a! a "i6e$ point on t#e agen$a o" t#e lo al ban*7! 4or* en&iron( ment ommittee. +e !ai$ t#at #i! re!pon!ibility 4a! to !#o4 t#e importan e o" #ealt# i!!ue! an$ prioriti!e t#e!e i!!ue! in or$er to a""e t t#e o(4or*er!. Moreo&er, #e laime$ t#at it #a$ been &ital to ommuni ate t#e me!!age about t#e #ealt# i!!ue! repeate$ly t#roug# $i""erent #annel!, to ma*e !ure e&eryone un$er!too$ t#at 8it 4on7t $i!appear7. )it#in t#e lo al ban* t#ey #a$ al!o "o u!e$ on!i!tently on re#abilitation, in"ormation $i!( tribution an$ t#e in$e6e! o" #uman apital $e&elopment. =n a$$ition, t#ey #a$ arrange$ !e!( !ion! 4it# all manager! an$ 4or* en&ironment repre!entati&e! toget#er 4it# le turer! to $i! u!! !tre!! an$ ot#er 4or* en&ironmental i!!ue!. +e meant t#at t#e!e initiati&e! #a$ re!ulte$ in people being more ob!er&ant an$ "o u!e$ on #ealt# in t#e o""i e!. Moreo&er, #e t#oug#t t#at 4ell(a$9u!te$ #ealt# a ti&itie! an$ al!o mea!urement! o" #ealt# an$ "ollo4 up!, on!i!ten y, patien e an$ $ialogue! #a$ ontribute$ !igni"i antly to t#e !u e!! o" t#e ban*. -""i e Manager a T#e manager at o""i e a be ame an o""i e manager in 1>7A. +e !ai$ t#at in"ormation i!

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entral in an organi.ation an$ t#at #e, 4it#in #i! group o" nine people, oul$ manage to

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!prea$ in"ormation e""i iently. T#e manager #im!el", got in"ormation t#roug# t#e lo al ban* manager in t#e group o" manager! o" t#e lo al ban* %. =n"ormation 4a! al!o gi&en regularly "rom e6e uti&e management to o""i e! t#roug# intranet an$ t#e internal TV. T#e o""i e manager 4or*e$ to reate an open atmo!p#ere an$ #a$ tol$ t#e employee! to tell #im bot# goo$ an$ ba$ ne4!. Manager a belie&e$ t#at #i! mo!t important ta!* 4a! to ma*e !ure t#at e&eryone in t#e o""i e "elt 4ell. +e *ne4 #i! !ta"" 4ell an$ i" !omeone $i$ not !eem to "eel 4ell #e tal*e$ to t#at per!on to get to t#e bottom o" problem!. Moreo&er, #e !ai$ t#at t#e *ey to !ati!"ie$ u!tomer! i! #ealt#y o(4or*er!J 8=" you are #appy an$ !ati!"ie$ at 4or* you 4ill al!o per"orm 4ell an$ !ati!"y t#e u!tomer!7. +e ga&e t#e o(4or*er! opportunitie! to ta*e are o" t#eir #ealt# by o""ering a &ariety o" initiati&e! !u # a! #ealt# a ti&itie!, "ruit!, &ita( min! an$ lig#t t#erapy at t#e o""i e. Moreo&er, #e 4or*e$ in ooperation 4it# t#e o( 4or*er! in or$er to un$er!tan$ t#eir nee$!. %ll o(4or*er! #a$ in$i&i$ual goal! an$ t#e manager e6plaine$ t#at an important ta!* o" #im 4a! to !et t#e goal! in ooperation 4it# ea # in$i&i$ual an$ to "ollo4 up t#e re!ult! e&ery mont#. Moreo&er, t#e o""i e 4a! ompeting again!t it!el" an$ 4a! re4ar$e$ by t#e o""i e manager i" per"orming better t#an it #a$ $one in pre&iou! year!. )#en tal*ing about 4or* #ange! an$ t#e impro&ement 4or* o" t#e ban*, t#e manager mentione$ t#e "u!ion an$ t#e #ange! in 4or* pro e!!e! an$ !y!tem! t#at "ollo4e$ a! a re!ult. +e !ai$ t#at t#e o""i e #a$ ma$e t#e "u!ion rapi$ly in ompari!on to ot#er o""i e! an$ t#at #e #a$ #a$ $aily in"ormation !e!!ion! 4it# t#e o(4or*er! an$ #a$ "o u!e$ on e&ery( t#ing t#at really 4a! !u e!!"ul in t#e ne4 organi.ation. Moreo&er, t#e manager #im!el" #a$ learne$ an$ e&aluate$ ne4 routine! an$ !y!tem! be"ore a!*ing t#e !ta"" to u!e t#em. T#e o""i e manager belie&e$ t#at a !a"e an$ !e ure 4or*pla e, 4#ere manager! #a$ are$ about ea # ot#er, learne$ "rom ea # ot#er an$ ta*en are o" t#e !ta"" #a$ been &ital to !u e!! o" t#e ban*. +e belie&e$ t#at lear pro"e!!ional role! an$ lu i$ manager! are important to bot# manager! an$ employee!. +e e6plaine$ t#at #e oul$ a Iuire t#e aut#ority #e "elt ne e!!ary in or$er to "ul"il #i! re!pon!ibilitie!. Ginally, #e #ig#lig#te$ t#at e&eryone in t#e o""i e, regar$le!! o" pro"e!!ional role, #a! t#e !ame &alue. -""i e Manager b T#e manager at o""i e b be ame t#e o""i e manager in 2003. S#e belie&e$ t#at #er "oremo!t re!pon!ibility 4a! to be ommitte$ an$ oa # t#e o(4or*er!. S#e !ai$ t#at t#e #ange o" t#e ban* to4ar$ a more !ale!(orientate$ organi.ation, #a$ meant ma9or #ange! in ta!*! an$ t#e "o u! o" employee!7 4or*. T#ere"ore, an important ta!* a! a manager #a$ been to manage t#e #ange! in t#e o""i e an$ in&ol&e t#e o(4or*er!. S#e #a$ u!e$ #er lo!e relation!#ip 4it# t#e o(4or*er!, !tu$y group! in t#e o""i e, $i! u!!ion! an$ $ialogue to a ompli!# t#i!. =n a$$ition, be"ore a epting t#e re!pon!ibility to implement anyt#ing ne4 in t#e o""i e, !#e #er!el" al4ay! #a$ e&aluate$ it again!t #er o4n &alue!. S#e 4a! o" t#e opinion t#at e6e uti&e an$ mi$$le manager! nee$ to be lear an$ on!i!tent to !u ( e!!"ully implement #ange! in t#e organi.ation an$ ma*e it ea!ier "or t#e o""i e manager! to in&ol&e t#e o(4or*er!. T#e mo!t important t#ing to t#e o""i e manager 4a! t#e 4ellne!! o" o(4or*er!. T#ere( "ore, !#e a ti&ely in&ol&e$ t#e o(4or*er! in $e i!ion!, ga&e regular "ee$ba *, tal*e$ 4it# t#em about #ealt#, #a$ e&aluate$ t#e #ealt# !tatu! in t#e o""i e t#roug# Iue!tionnaire! an$ trie$ to a t imme$iately on problem! !u # a! p#y!i al an$ p!y #ologi al !tre!! !ymptom!.

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+er goal 4a! to pre&ent burnout in t#e o""i e. T#ere"ore, !#e trie$ to *no4 t#e in$i&i$ual! 4ell an$ tal* a lot to t#e o(4or*er!. S#e o"ten a!*e$ #o4 t#ey "elt, an$ !#e #a$ t#e 4ill( po4er to !ol&e t#e problem!. T#e o""i e manager pra ti!e$ 8management by 4al*ing aroun$7. ,i*e4i!e, !#e meant t#at be au!e o" t#e !mall group o" o(4or*er! !#e, a! a manager, #a$ plenty o" time to gi&e ea # in$i&i$ual. -n e a 4ee* t#ere 4a! a meeting in t#e o""i e but t#ere 4ere al!o in"ormal meet( ing! $uring o""ee brea*!. =n"ormation 4a! al!o ommuni ate$ t#roug# email. %ll o( 4or*er! #a$ in$i&i$ual goal! t#at 4ere !et in ooperation bet4een t#e manager an$ employee in a or$an e 4it# t#e on!traint! gi&en by e6e uti&e management. T#e !#ort(term goal! 4ere "ollo4e$ up on e a 4ee* in a meeting 4it# t#e in$i&i$ual employee. Manager b, in turn, #a$ meeting! 4it# t#e ot#er o""i e manager! o" t#e lo al ban* an$ t#e lo al ban* manager e&ery !e on$ 4ee*. 5et4een meeting!, !#e #a$ regular p#one all! 4it# #er manager i.e. t#e lo al ban* manager. S#e al!o, !ai$ t#at 8t#e o""i e i! li*e a !mall ompany 4it#in t#e larger ompany7 an$ t#at !#e oul$ "eel #er aut#ority an$ #er man( ager7! tru!t to run t#e o""i e. % or$ing to t#e o""i e manager, t#e u!tomer orientation an$ t#e 8!elling organi.ation7, 4#i # ma$e it po!!ible to re ogni.e ea # in$i&i$ual7! per"orman e an$ #a&e lear an$ "air $eman$! on t#e o(4or*er!, #a$ ontribute$ mo!t to t#e !u e!! o" t#e ban*. Gurt#ermore, !#e "elt t#at t#e ne4 organi.ation #a$ en ourage$ in&ol&ement, more aut#ority "or t#e o""i e! an$ pri$e in 4or*. 0e ogni.e$ Management Met#o$ologie! T#e met#o$ologie! t#at oul$ be i$enti"ie$ 4it#in ea # management le&el, by u!e o" a""i( nity $iagram!, are !ummari.e$ in Gigure @. T#e "ull a""inity $iagram! an be !een in 5aL *!troL m et al. ?200AB. T#e analy!i! o" t#e inter&ie4!, in a$$ition, re!ulte$ in pattern! o" !u e!! "a tor! e6pre!!e$ by t#e manager!. Mo!t o" t#em e6pre!!e$ t#e importan e o" u!tomer "o u! an$ #ig#lig#te$ t#e &itality o" employee !ati!"a tion an$ #ealt# to "ul"il u!tomer nee$!. Gor e6ample, one o" t#e manager! e6plaine$ t#e relation!#ip a!< 8Sati!"ie$ o(4or*er! gi&e !ati!"ie$ u!tomer!7. Moreo&er, all !i6 manager! mentione$ t#e "ollo4ing "a tor! a! entral "or a #ie&ing o(4or*er #ealt#< lear, #one!t an$ on!i!tent lea$er!#ipJ mea!urement! an$ "ee$ba *J o(4or*er parti ipation an$ ommuni ation! in $ialogue!. 16e uti&e manager! al!o meant t#at a !tru tural bu!ine!! approa # on #ealt# i!!ue! an$ an e""e ti&e mo$el o" ontrol are important. 2i! u!!ion an$ 'on lu!ion! =n t#i! !tu$y, a !ample o" !i6 manager! "rom t#e large ban*, GoL rening!!parban*en, #a! been !tu$ie$ t#roug# inter&ie4!. T#ere"ore, t#e re!ult! annot be a!!ume$ to gi&e a om( plete pi ture o" t#e entire ban* but !#oul$ gi&e &aluable e6ample! o" management met#( o$ologie!. T#e !tu$ie$ unit! 4ere #o!en on pra ti al an$ geograp#i al rea!on! an$ 4ere not ne e!!arily t#e mo!t !u e!!"ul unit!. -n t#e ot#er #an$, t#ere 4ere no in$i ation! t#at t#e!e unit! per"orm $i""erently "rom 4#at 4a! typi al in t#e ban*. )it#in t#e t4o lo al ban*! an$ o""i e! t#ere 4ere !ome $i""eren e!, but in general t#e !ame met#o$ologie! 4ere i$enti"ie$. Some o" t#e!e mig#t, #o4e&er, be in"luen e$ by t#e per eption! an$ analy!i! o" t#e re!ear # team.

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Gigure @. =n general, t#e !ame met#o$ologie! 4ere re ogni.e$ 4it#in t#e $i""erent lo al ban*! an$ o""i e!. T#e met#o$ologie! !#oul$ be goo$ e6ample! an$ po!!ible "or manager! in ot#er organi.ation! to a$opt

T#e re!ult! !upport t#e "in$ing! o" Hrie!inger ?1>>0B, 1ri*!!on ?2003B an$ K4et!loot F Dot ?2004B by $emon!trating t#at lea$er!#ip, !tru ture!, ob9e ti&e!, larity an$ re!our e! a! 4ell a! tru!t an$ ommuni ation are important to a #ie&e employee #ealt# an$ bu!ine!! re!ult!. Moreo&er, t#ere !eem to be !imilaritie! bet4een t#e manager!7 intention! an$ 4or* an$ 4#at employee! in t#e 1ri*!!on7! ?2003B !tu$y #a&e reporte$ a! promoter! o" #ealt#. T#e ommitment an$ 4or* o" manager! appear to #a&e been entral to t#e ban*7! a #ie&ement!. T#i! onne tion #a! al!o been pointe$ out in ot#er re!ear #J e.g. +a *eman F )ageman ?1>>AB. %ll inter&ie4e$ manager!, regar$le!! o" le&el #a&e !tate$ t#at t#eir imme$iate !uperior #a! been important to t#e !u e!! o" t#e organi.ation. Moreo&er, mo!t o" t#e lo al ban* manager! an$ o""i e manger! mentione$ t#at t#ey "elt t#ey #a$ #a$ aut#ority an$ t#eir manager!7 tru!t. T#e 5an*7! Management %pproa # to4ar$! +ealt# 16e uti&e management initiate$ a #ealt# pro9e t an$ a!!igne$ a pro9e t manager to plan, per"orm an$ implement #ealt# impro&ement a ti&itie! into t#e $aily 4or* o" t#e ban*. T#e

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pro9e t 4a! per"orme$ in !tage! an$ !tarte$ 4it# a o!t a!!e!!ment o" !i *ne!! ab!en e an$ relate$ o!t! a! 4ell a! $e&elopment o" mea!ure!. :ey mea!ure! o" #ealt# 4ere al!o inte( grate$ into t#e ban*7! balan e$ ! ore ar$ an$ are relate$ to o(4or*er in$i e!, e onomi al re!ult! an$ u!tomer !ati!"a tion in$i e!. T#u!, #ealt# 4a! ma$e a "o al area, in 4#i # t#e manager! 4ere a!*e$ to pre!ent re!ult!. =n a$$ition, it illu!trate! t#at t#e e6e uti&e man( ager! pai$ attention to an$ mea!ure$, an$ t#ereby a te$ upon, 4#at t#ey !ai$ 4a! import( ant to t#e ban*. T#e re#abilitation programme an$ t#e e$u ation o" manager! in !tre!! management al!o appear to $emon!trate an #one!t e""ort by e6e uti&e management to a t upon p!y #o!o ial #ealt# i!!ue!, not only p#y!i al #ealt# a ti&itie!. =t "eel! a eptable to a!!ume t#at many time! it i! ea!ier to 4or* pre&enti&ely by arranging a p#y!i al #ealt# a ti&ity t#an 4or*ing 4it# p!y #o!o ial #ealt#. =t !eeme$ li*e i" manager! 4it#in t#e ban* 4ere not a"rai$ o" ta*ing are o" t#e o(4or*er! or ai$ing in$i&i$ual! 4#o 4ere not "eeling 4ell. +o4e&er, bot# e onomi al an$ #ealt# in enti&e! !eem to #a&e been be#in$ t#e manage( ment7! !trategi approa #. T#e e onomi al re!ult! apparently #a&e been al ulate$ an$ e&aluate$ in relation to #ealt# progre!! to !#o4 t#e impa t o" "or in!tan e !i *ne!! ab!en e on t#e organi.ation. T#e initiation o" t#e #ealt# pro9e t an$ al ulation o" t#e o!t! relate$ to !i * lea&e 4ere mean! to rai!e t#e a4arene!! o" t#e e6e uti&e manager! an$ employee!, but 4it# t#e goal o" impro&ing employee #ealt#. Gurt#ermore, a bu!ine!! per!pe ti&e on #ealt#, 4#i # i! al!o pre! ribe$ by Dorter et al. ?2003B, !eem! to #a&e been a prereIui!ite "or re!er&ing re!our e! to #ealt#(relate$ initiati&e! 4it#in t#e ban*. T#e Management %pproa # &er!u! =+M an$ TQM T#e !tu$y !#o4! t#at a!pe t! o" bot# =+M an$ TQM &alue! are part! o" t#e ban*7! man( agement approa # to4ar$! #ealt#. Spe i"i ally t#ree o" t#e nee$! mentione$ by K4et!loot F Dot ?2004B 4ere #ara teri!ti ! o" t#e ban*. T#e ban* tal*e$ in term! o" long(term #ealt#ine!! an$ #ealt# i!!ue! in!tea$ o" "o u!ing on !i *ne!!. Mi$$le an$ lo4er le&el man( ager! e6pre!!e$ t#e importan e o" #ealt# an$ are "or all per!onnel. +o4e&er, t#ere 4a! al!o !pe i"i attention on an$ are "or people 4it# problem! 4it#in t#e re#abilitation pro( gramme, 4#i # 4a! a ti&ate$ t#roug#out t#e organi.ation by e6e uti&e management. Moreo&er, a lear bu!ine!! per!pe ti&e on #ealt# oul$ be !een 4it#in t#e ban*. =n&e!t( ment! an$ re!our e allo ation! to #ealt# a ti&itie! !eem to #a&e been a re!ult o" o!t a4arene!!. =n a$$ition, t#e re!ult! o" t#i! !tu$y !#o4 t#e importan e o" management met#o$ologie! an$ mea!urement! t#at !upport t#e approa # an$ ob9e ti&e!. 16e uti&e manager! $emon( !trate$ ommitment t#roug# t#e !trategi an$ #oli!ti pro9e t( approa #, 4#i # 4a! om( pany4i$e, an$ got re!our e! re!er&e$ by t#em. -b9e ti&e! !eem to #a&e been intentionally !upporte$ by t#e met#o$ologie! an$ tool! u!e$ 4it#in t#e organi.ation. ,in*! bet4een t#e intention! e6pre!!e$ by t#e manager! an$ t#eir met#o$ologie! 4ere &i!ible. Gor e6ample, t#e TQM &alue! o" u!tomer "o u!, total o( 4or*er ommitment an$ "a t(ba!e$ $e i!ion! "in$ lear !upport in t#e !tatement! !ummari.e$ t#roug# t#e a""inity $iagram!J !ee Gigure 7. T#e manager! $i$ al!o reate met#o$ologie! an$ tool! to #elp o(4or*er! ontribute to t#e ob9e ti&e! an$ "ul"il u!tomer nee$!. =n a$$ition, manager! 8pra ti!e$ 4#at t#ey prea #e$7. T#e analy!i! o" t#e inter&ie4! an$ ob!er&ation! !#o4e$ t#at t#e manager! o" t#e ban* a te$ a! role mo$el! an$ trie$ to be#a&e a or$ing to ommon gui$eline! an$

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Gigure 7. T#e arro4! !#o4 a "e4 e6ample! o" #o4 management met#o$ologie!, i$enti"ie$ 4it#in GoL rening!!parban*en, !upporte$ t#e &alue! o" manager!. Value! repre!ent e6ample! o" intention! t#at 4ere e6pre!!e$ by t#e manager! $uring t#e inter&ie4! an$ t#e met#o$ologie! are a !ample o" t#e met#o$ologie! !ummari.e$ in Gigure @

a! t#ey e6pe te$ t#e o(4or*er! to be#a&e. T#ey on!i!tently on entrate$ on, an$ pai$ attention to, 4#at t#ey ommuni ate$ a! important i!!ue! to t#e ban*. Met#o$ologie! o" 2i""erent Management ,e&el! %ll manager!, regar$le!! o" management le&el, !eem to agree upon t#e "a t t#at top($o4n management #a! been e""e ti&e "or a #ie&ing #ealt#. T#ere 4a! in$ee$ no e&i$en e o" la * o" empo4erment, a! Nil!!on ?1>>>B "ear! in large organi.ation!. =n!tea$, o(4or*er par( ti ipation ob&iou!ly 4a! integrate$ by $aily $ialogue! an$ goal !etting in ooperation 4it# employee!. T#e manager! at all t#ree le&el! 4or*e$ t#roug# $elegation an$ a! oa #e!. +o4e&er, t#e e6e uti&e manager! 4or*e$ 4it# a on!pi uou! !trategi "o u! on #ealt# i!!ue! an$ !et ob9e ti&e! t#erea"ter, 4#erea! mi$$le manager! $eploye$ t#e ob9e ti&e! an$ 4or*e$ a! oa #e! to t#e o""i e manager!. T#e o""i e manager! in turn, pra ti!e$ goal !etting an$ "ollo4(up in ooperation 4it# t#e o(4or*er!, ba!e$ on t#e ban*7! goal!. Moreo&er, t#ey "o u!e$ on buil$ing relation! to en ourage an$ pro&i$e "or goo$ on$ition! "or t#e o(4or*er!. T#e e6e uti&e manager! 4ere important in or$er to $e i$e upon !trategie!, point t#e 4ay to mi$$le le&el manager! an$ get t#e organi.ation a! a 4#ole to 4or* in t#e !ame $ire tion. T#e ob9e ti&e! o" t#e ban* #a&e t#en !u e!!"ully been pa!!e$ on t#roug#out t#e organi.ational #ierar #y by mi$$le manager! an$, "inally, been 4ell e6e ute$ in t#e ban* o""i e!. -pen ommuni ation, lear goal! an$ mutual tru!t !eem to #a&e been import( ant to a #ie&e t#at. T#e!e met#o$ologie! #a&e mu # in ommon 4it# t#e re!ult! o" +arne!* et al. ?2004B. +o4e&er, t#e e6e uti&e manager!7 4or* t#roug# mi$$le le&el manager! may po!!ibly #a&e been "a ilitate$ by t#e u!e o" ommon &alue! an$ t#e reation o" ai$ing tool!. More( o&er, 4it#in t#e pro9e t t#ey !eem to #a&e 4or*e$ #ar$ to rai!e intere!t in #ealt# i!!ue!

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among e6e uti&e management an$ o(4or*er!. T#ere"ore, one mig#t argue t#at mi$$le manager! more or le!! #a&e been "or e$ to prioriti!e #ealt# i!!ue!. =n a$$ition, by putting a bu!ine!! per!pe ti&e on #ealt#, e6e uti&e management pre!umably #a! put atten( tion on an$ in rea!e$ ea # manager7! re!pon!ibility "or #ealt#(relate$ re!ult!. Management Met#o$ologie! T#e i$enti"ie$ met#o$ologie!, pre!ente$ in Gigure @, are ob&iou!ly not re&olutionary, but are alrea$y 4ell *no4n a! 4inning on ept! in management t#eorie!. T#e !ame on( lu!ion! oul$ be arri&e$ at by +arne!* et al. ?2004B, 4#en t#ey !tu$ie$ !maller organi.( ation!. T#ey Iue!tione$ 4#y only a "e4 organi.ation! t#oug# !eem to pra ti!e t#e met#o$ologie!. 3n"ortunately, t#ere are no an!4er! gi&en to t#at Iue!tion in t#i! !tu$y o" GoL rening!!parban*en eit#er. -ne gue!! i! t#at la * o" *no4le$ge a! 4ell a! pre!!ure on manager! to ma*e money an #in$er long(term e""ort! "or #ealt# impro&ement! an$ !ta"" a ti&itie!, 4#en problem! are "a e$. S#ort(term an$ lo al initiati&e! mig#t be ea!ier to apply, 4#en t#ere i! no #oli!ti bu!ine!! &ie4 o" #ealt# or a eptable 4ay! o" mea!uring t#e on!eIuen e! o" #ealt# impro&ement!. =n on lu!ion, t#e bu!ine!! per!pe ti&e to4ar$! #ealt# an$ t#e "o u! on #ealt# in t#e ompany4i$e !trategie! !eem to #a&e #a$ a great impa t on t#e !u e!! o" t#e ban*. =n a$$ition, t#e !upport o" t#e!e !trategie! t#roug# management met#o$ologie! an$, not lea!t, t#e goo$ relation!#ip! an$ $ialogue! bet4een manager! an$ o(4or*er!, appear to #a&e ontribute$ to t#e employee #ealt#. T#e!e re!ult! !#o4 t#e importan e o" an o&erall approa # to #ealt# an$ o" manager! !upporting t#e ob9e ti&e! an$ t#e employee! by t#eir met#o$ologie! an$ t#roug# ommuni ation. Dra ti al =mpli ation! =t i! $i""i ult to an!4er t#e Iue!tion 8+o4 #a&e manager! on $i""erent management le&el! 4or*e$ to a #ie&e o(4or*er #ealt#M7 by !imply i$enti"ying management met#o$ologie!. %"ter #a&ing !tu$ie$ t#ree management le&el! o" a !u e!!"ul ban* no omplete !olution an be gi&en, but t#e i$enti"ie$ !u e!!"ul approa # an$ a$&i e o" met#o$ologie! pre( !ente$ in Gigure @ may gi&e &aluable input! an$ i$ea! to ot#er manager! 4#o aim to impro&e bot# #ealt# !tatu! an$ pro"itability. =n !ummary, t#e aut#or 4oul$ gi&e t#e "ollo4( ing !ugge!tion! to manager! at $i""erent le&el! o" large organi.ation!. 16e uti&e Management . 'reate an$ me$iate lear #ealt# !trategie!, ob9e ti&e! an$ intention! 4it# a bu!ine!! per( !pe ti&e on #ealt#. . Set goal!, mea!ure an$ e&aluate per"orman e ontinually a!* "or re!ult! in area! a!!o iate$ 4it# t#e ob9e ti&e!. . Ga ilitate t#e 4or* o" manager! at mi$$le le&el! an$ o(4or*er! by o""ering met#o$( ologie! an$ tool! t#at !upport t#e ob9e ti&e! o" t#e organi.ation. Mi$$le ,e&el Management . +a&e $ialogue! 4it# manager! at lo4er le&el! be lear in ommuni ating 4#at e6e u( ti&e manager! #a&e e6pre!!e$ a! being important to t#e organi.ation.

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. 5e a oa # to manager! at lo4er le&el! an$ tru!t t#em. . Drioriti!e an$ a!* "or re!ult! in "o al area!. ,o4er ,e&el Management ?=nitiateE'lo!e!t to t#e 'o(4or*er!B . 'reate a relation!#ip 4it# t#e in$i&i$ual t#roug# $ialogue, tru!t an$ 8management by 4al*ing aroun$7. . 5e a oa # to t#e o(4or*er! an$ ma*e !ure t#ey #a&e t#e rig#t opportunitie! an$ om( peten e to per"orm t#eir 4or*. . Set goal!, mea!ure an$ "ollo4 up re!ult! in on"i$en e 4it# t#e o(4or*er!. Gurt#er 0e!ear # T#ere i! a rea!on to belie&e t#at, in a$$ition to alrea$y 4ell(*no4n met#o$ologie!, t#e ompany(4i$e #ealt# approa # 4it# !upporti&e met#o$ologie! an$ mea!urement!, t#e bu!ine!! &ie4 on #ealt# i!!ue! an$ t#e management7! ourage to learn an$ $eal 4it# p!y #o!o ial illne!! a! 4ell a! per!onalitie!, #a&e #a$ a large impa t on t#e !u e!! o" t#e ban*. Gurt#er re!ear # on not only met#o$ologie! but al!o on #oli!ti approa #e! regar$ing management "or !u!tainable #ealt# 4oul$ t#ere"ore be o" intere!t. T#ere al!o !eem! to be an intere!ting onne tion to TQM t#at !#oul$ be !tu$ie$ "urt#er. =n a$$ition, !in e a bu!ine!! per!pe ti&e an$ o!t in enti&e! on #ealt# !eem to #a&e an impa t on man( agement moti&ation to re!er&e re!our e! an$ a ti&itie! to #ealt# impro&ement!, it i! ne e!!ary to learn more about bu!ine!! mo$el!, mea!urement! an$ al ulation! on #ealt# an$ !i *ne!! ab!en e i!!ue!. T#e re!ult al!o !#o4! a ommon un$er!tan$ing, among t#e manager!, about 4#at are important "a tor! to a #ie&e #ealt# an$ pro"itability. T#e!e "a tor! al!o #a&e !imilaritie! 4it# #ealt# "a tor! i$enti"ie$ in ot#er !tu$ie!. T#i! lea$! t#e aut#or al!o to 4on$er about t#e opinion! o" t#e ban*7! o(4or*er! an$ #o4 t#e o(4or*er! opinion! are relate$ to t#e manager!7 !tatement!. +o4e&er, t#i! !ub9e t #a! to be t#e i!!ue o" a "uture, a$$itional analy!i! to be per"orme$ "rom t#e &ie4 o" t#e o(4or*er!. % *no4le$gement! T#e aut#or grate"ully a *no4le$ge! t#e repre!entati&e! o" GoL rening!Sparban*en, 4#o ma$e t#e !tu$y po!!ible an$ intere!ting. Many t#an*! al!o to t#e S4e$i!# in!uran e ompany, %le ta, "or it! "inan ial !upport. Gurt#ermore, t#e aut#or 4oul$ li*e to t#an* t#e member! o" t#e pro9e t team, =ngela 5aL *!troL m an$ Dernilla =ngel!!on at Mi$ / S4e$en 3ni&er!ity an$ al!o Dro"e!!or 5engt :le"!9oL at ,ulea 3ni&er!ity o" Te #nology "or #i! !upport. Note!
1. T#e 4or$! 8employee7 an$ 8 o(4or*er7 are #ere u!e$ alternately "or a per!on 4#o 4or*! "or an$Eor 4it# anot#er in return "or "inan ial or ot#er ompen!ation. 2. T#e in"ormation about GoL rening!!parban*en i! ba!e$ on per!onal ob!er&ation!, $o umentation! o" t#e organi.ation ?%nnual report! "or 2002(2004, an$ #ttp<EE444."!b.!eB an$ "a t! gi&en by it! management an$ o(4or*er!. More in"ormation about GoL rening!!parban*en an be "oun$ in GoL rening!Sparban*en %5 ?200AB an$ on #ttp< EE444.!4e$ban*. om.

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3. T#e S4e$i!# in!uran e ompany %le ta #a! in!titute$ a national a4ar$, 8S4e$en7! be!t 4or*pla e7, t#at on!i$er! lea$er!#ip, 4or* en&ironment, parti ipation an$ intera tion, long term planning, pre&enti&e 4or* an$ pro"itability. 1a # year one or !e&eral organi.ation! are a4ar$e$ in an e&aluation pro e!! !imilar to t#at o" Iuality an$ bu!ine!! e6 ellen e a4ar$!, !u # a! t#e Mal olm 5al$rige National Quality %4ar$ ?N=ST, 2004B.

0e"eren e!
%rnet., 5. ?2002B -rgani!ation!!tre!!. ,e$ning!per!pe*ti& pa/ organi!ationer o # #ormoner i GoL raLn$ring, in< 1*man, 0. an$ %rnet., 5. ?1$.B Stre!!, pp. 300 31A ?,iber %5, Sto *#olmB ?in S4e$i!#B. 5en$er!, T. F &an $e ,ooi9, G. ?1>>4B Not 9u!t money< Iuality o" 4or*ing li"e a! employment !trategy, =nter( national Tournal o" +ealt# 'are Quality %!!uran e, 7?@B, pp. > 1A. 5ergman, 5. F :le"!9oL , 5. ?2003B Quality "rom 'u!tomer Nee$! to 'u!tomer Sati!"a tion ?,un$, Stu$entlittreraturB. 5aL *!troL m, =. et al. ?200AB. % #ie&ing !u!tainable #ealt# among o(4or*er! a a!e !tu$y at GoL rening!Sparban( *en, 0e!ear # 0eport 200A<1 ?,ulea/, ,ulea/ 3ni&er!ity o" Te #nology, T#e 2i&i!ion o" Quality an$ 1n&iron( mental ManagementB. '!NO*!.entmi#aNlyi, M. ?2003B Hoo$ 5u!ine!!(,ea$er!#ip, Glo4, an$ t#e Ma*ing o" Meaning ?,on$on< +o$$er F Stoug#tonB. 'or$e!, '.,. F 2oug#erty, T.). ?1>>3B % re&ie4 an$ an integration o" re!ear # on 9ob burn out, % a$emy o" Management 0e&ie4, 18?4B, pp. @21 @A@. 2aly, G. et al. ?2003B 16ploring t#e role o" internal ommuni ation $uring organi!ational #ange, 'orporate 'ommuni ation!< %n =nternational Tournal, 8?3B, pp. 1A3 1@2. 2eming, ). 1. ?1>8@B -ut o" t#e 'ri!i! ?'ambri$ge< 'ambri$ge 3ni&er!ity Dre!!B. 2o #erty, D. et al. ?2002B 'reating Su!tainable )or* Sy!tem! 1merging per!pe ti&e! an$ pra ti e ?,on$on an$ Ne4 ;or*< 0outle$geB. 1ri*!!on, +. F +an!!on, T. ?2003B T#e impa t o" TQM on "inan ial per"orman e, Mea!uring 5u!ine!! 16 ellen e, 7?1B, pp. 3@ A0. / / 1ri*!!on, T. ?2003B Va$ "a r o!! att ma bra i arbetetM, in< Gri!*"a*torer i %rbet!li&et ?Sto *#olm< Dre&entB ?in S4e$i!#B. GoL rening!Sparban*en %5. ?200AB %nnual report 2004. #ttp<EE444."!b.!e. GoL rening!Sparban*en %5.?200A aB Ga t! about GoL rening!Sparban*en. #ttp<EE444.!4e$ban*. om. Hrie!inger, 2. ). ?1>>0B T#e #uman !i$e o" e onomi al organi.ation, % a$emy o" Management 0e&ie4, 1A?3B, pp. 478 4>>. +a *man, T. 0. F )ageman, 0. ?1>>AB Total Iuality management< empiri al, on eptual, an$ pra ti al i!!ue!, %$mini!trati&e S ien e Quarterly, 40, pp. 30> 342. +arne!*, 0. et al. ?2004B +o4 !u e!!"ul S4e$i!# organi.ation! a #ie&e !u!tainable #ealt#, =nternational Tournal o" Management Dra ti e, 1?3B, pp. 233 2A0. +ell!ten, 3. F :le"!9oL , 5. ?2000B TQM a! a management !y!tem on!i!ting o" &alue!, te #niIue! an$ tool!, T#e TQM Maga.ine, 12?4B, pp. 238 244. :on$o, ;. ?1>>3B Quality an$ #uman moti&ation, 1uropena Quality ?!pe ial S#o4 a!e, 1$ition, TuneB, pp. 44 A0. :otter, T. D. ?1>88B T#e ,ea$er!#ip Ga tor ?Ne4 ;or*< T#e Gree Dre!!B. ,agro!en, ;. ?2004B 16ploring t#e e""e t! o" TQM on employee #ealt#, Tournal o" Management Sy!tem!, 1@?3B, pp. 1 10. ,agro!en, ;. F 5aL *!troL m, =. ?200AB Value! o" TQM an$ 1mployee +ealt#< %n 16amination an$ 'ompari!on o" T4o Manu"a turing 2epartment!, =taly, Dalermo, 8t# QM-2 'on"eren e. ,in$*&i!t, ,. ?1>>@B Der"orman e ba!e$ ompen!ation in #ealt# are a S4e$i!# e6perien e, Ginan ial % ount( ability an$ Management, 12?2B, 02@7 4424. Mayo, 1. ?1>4>B +a4t#orne an$ )e!tern 1le tri 'ompany< T#e So ial Droblem! o" an =n$u!trial 'i&ili.ation ?,on$on< 0outle$geB. Merriam, S. 5. ?1>88B 'a!e Stu$y 0e!ear # in 1$u ation< % Qualitati&e %pproa # ?San Gran i! o< To!!ey 5a!!B. M Hregor, 2. ?1>@0B T#e +uman Si$e o" 1nterpri!e ?Ne4 ;or*, M Hra4(+illB. Me$in, T. F %le6an$er!on, :. ?2000B 5egreppen +aL l!a o # #aL l!o"raL m9an$e en litteratur!tu$ie ?,un$< Stu$entlitteraturB ?in S4e$i!#B.

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Mile!, M. 5. F +uberman, %. M. ?1>>4B Qualitati&e $ata analy!i!< an 16pan$e$ Sour eboo* ?'ali"ornia, T#ou!an$ -a*!< Sage Dubli ation!B. Mi.uno, S. ?1>88B Management "or Quality =mpro&ement. T#e Se&en Ne4 Q'(Tool! ?'ambri$ge< Dro$u ti&ity Dre!!B. Nil!!on, N. ?1>>>B -rgani!ation o # le$ar!*ap ?MalmoL , ,iber 1*onomiB ?in S4e$i!#B. N=ST ?2004B 'riteria "or Der"orman e 16 ellen e ?M2, Haiterburg< National =n!titute o" Stan$ar$! an$ Te #nologyB. Dorter, S. S. et al. ?2003B T#e pra ti e o" a 4ellne!! li"e!tyle in a !elling en&ironment< a on eptual e6ploration, Tournal o" Der!onal Selling an$ Sale! Management, 23?3B, pp. 1>1 204. Sou 2002<A ?2002B Staten! o""entliga utre$ningar ?Sto *#olm< Nor!te$t! try *eri %5B. ?=n S4e$i!#B. T#e National So ial =n!uran e 5oar$ ?0GVB ?2000B 0GV analy!erar 2002<2. S9u*"ra/ n&aro o #"oL rti$!pen!ion, en be!*ri&ning o # analy! a& $e !ena!te $e ennierna ?in S4e$i!#B. T#e National So ial =n!uran e 5oar$ ?0GVB ?2003B 0apport "ra/n 0i*!"oL r!aL*ring!&er*et 2003<3. D!y*o!o ial arbet!mil9oL o # la/ ng&arig !9u*!*ri&ning ?in S4e$i!#B. )orl$ +ealt# -rgani!ation. ?1>48B 'on!titution ?Ne4 ;or*< )+-B. )orl$ +ealt# -rgani!ation. ?1>8@B -tta4a #arter "or +ealt# Dromotion ?:oL pen#amn, )+- 1uropeB. ;in, 0. :. ?1>>4B 'a!e Stu$y 0e!ear #, 2e!ign an$ Met#o$! ?'ali"ornia, T#ou!an$ -a*!< Sage Dubli ation!B. ;u*l, H. ?2002B ,ea$er!#ip in -rgani.ation!, At# e$n ?3pper Sa$$le 0i&er, NT< Drenti e +allB. Ki*mun$, ). H. ?2000B 5u!ine!! 0e!ear # Met#o$!, @t# e$n ?Gort )ort#< 2ry$en Dre!!B. K4et!loot, H. F Dot, G. ?2004B T#e bu!ine!! &alue o" #ealt# management, Tournal o" 5u!ine!! 1t#i !, AA?2B, pp. 11A 124 ?:lu4er % a$emi Dubli!#er!B.