Enhancing performance through gap analysis : a case study for Company X
Honga, Pamela (2024)
2024
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-202404055763
https://urn.fi/URN:NBN:fi:amk-202404055763
Tiivistelmä
The aim of the thesis was to demonstrate that gap analysis combined with the management approach called Core of Development could enhance the project management process of Company X. The further objective was to introduce other performance improvement methods, as well as key factors within change management.
The theoretical framework discussed factors within organizational performance, management and leadership, and how to measure performance. Theoretical models of change were discussed more in depth, through viewing different models and discussing key factors that contributed to change and change management. The Core of Development method and how it could be adapted was shortly reviewed.
The methodology used in the thesis was that of action research, where the author participated in workshops as the facilitator. Secondary data collection was made on management styles, change models and organizational behaviour, all factors that impact change within an organization.
The effectiveness of the gap analysis and the Core of Development method were proven successful to a certain degree. The findings suggested that the teams who followed the Core of Development method were able to eliminate the gaps found, as the teams who did not use the same method had various results. The outcome further coincides with the theoretical framework showing the importance of leadership and management commitment. The thesis brought to light the shift in values when it comes to the younger employees, and the negative aspects of enhancing performance and implementing change.
Further studies could be conducted on two separate notions, firstly the number of failed performance improvement projects, the main reason why they failed as well as the implications of them. The second topic could be generational differences when it comes to employees and how the shift in values will affect managers and leaders in the future.
The theoretical framework discussed factors within organizational performance, management and leadership, and how to measure performance. Theoretical models of change were discussed more in depth, through viewing different models and discussing key factors that contributed to change and change management. The Core of Development method and how it could be adapted was shortly reviewed.
The methodology used in the thesis was that of action research, where the author participated in workshops as the facilitator. Secondary data collection was made on management styles, change models and organizational behaviour, all factors that impact change within an organization.
The effectiveness of the gap analysis and the Core of Development method were proven successful to a certain degree. The findings suggested that the teams who followed the Core of Development method were able to eliminate the gaps found, as the teams who did not use the same method had various results. The outcome further coincides with the theoretical framework showing the importance of leadership and management commitment. The thesis brought to light the shift in values when it comes to the younger employees, and the negative aspects of enhancing performance and implementing change.
Further studies could be conducted on two separate notions, firstly the number of failed performance improvement projects, the main reason why they failed as well as the implications of them. The second topic could be generational differences when it comes to employees and how the shift in values will affect managers and leaders in the future.