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Økologiomlægning i et medarbejderperspektiv – vilje, viden og værktøjer
Nordic Council of Ministers, Nordic School of Public Health NHV.
2014 (Danish)Independent thesis Advanced level (degree of Master (Two Years))Student thesisAlternative title
Employees’ perspective on organic food transition — will, knowledge and instruments (English)
Abstract [da]

Formål: Dette studie havde til formål at få kundskab om køkkenmedarbejdernes oplevelse af og erfaringer med økologiomlægning i deres køkkener. Desuden var formålet at få indsigt i medarbejdernes oplevelse af undervisningens betydning i forhold til samarbejde og omlægningsningsprocessen.

Metode: Der blev indsamlete valueringsskemaer med åbne svarmuligheder udfyldt af 327 kursusdeltagere, samt 50 lederevalueringer ligeledes med åbne besvarelser. Besvarelserne blev behandlet og analyseret med udgangspunkt i kvalitativ indholdsanalyse.

Resultat: Studiet viste at medarbejderneoplever økologiomlægning, som en kompleks proces, der kræver ændringer af vaner og praksis. Samsyn blev nævnt somet væsentligt element, herunder en fælles målsætningpå medarbejdernes arbejdsplads, hvor økologien indgår,som en del af arbejdspladsens øvrige mål. Medarbejderneskal kunne se formåletmed økologien,både i relationtil eget køkken/arbejdeog gerne i en større helhed, ligesom de bør inddrages i processen. Samarbejde og kommunikation er gennemgående elementer i processen og bør understøttes. Bæredygtighed og sundhed nævntes, som motivation for hovedparten af medarbejderne. Viden og værktøjer er vigtige for at medarbejderne oplever håndterbarhed i forhold til processen, hvorfor medarbejdernes handlekompetencer og oplevede handlerum børstyrkes. Det gælder også i forhold til de strukturelle rammer,deropleves som udfordringeri forhold til økologiomlægning.Om økologiomlægning ses som mulighed eller udfordring, synes i en hvis grad at afhængeaf individet. Samlet synes undervisningen athave rustet medarbejderne i forhold til,og med bevidstgørelse om processen, men kan dog ikke stå alene, men der peges på behovet for en tydelig og opbakkende ledelse.

Konklusion: Studiet viser,at medarbejderne er blevet styrket gennem undervisningsforløbet i forhold til incitament, viden og værktøjer omkring økologiomlægning. Økologien børvære et tydeligt fælles målsætning, som indgår i organisations øvrige mål. Det bør ses som løbende proces, som kontinuerligt skal styrkes blandt andet gennem viden samt opbakning fra en tydelig ledelse. Samtidig er der behov for at udfordre de eksisterende strukturelle rammer for at give større råderum

Abstract [en]

Aim: In this study,we aimed to learn how kitchen professionals perceiveand experience the transition to organic food. We also aimed to understand how employees view training in relation to collaboration and the transition process.

Method: Participants attended a six-daycourse (two time three days) in organic food transition. The course was funded by governmental funds to promote organic food in public kitchens through training. After finished course the course participants (n=327) and leaders (n=50) completed evaluationforms comprising openended answers. All data was examined using qualitative content analysis.

Result: Our participants described organic transition as a complex process that requires changesin habits and practice. Participants also mentioned the necessity of perceiving the organic food transition as a commongoal. Our data also shows that employees must be able to link the purpose of transitioning to organic food with their work and how it relates to the larger goal. Although most participants were motivated by sustainability and health issues, they reported that knowledge and instruments contribute importantly to making the process manageable. Participants expressed a need for their action competence and perceived action competency tobe strengthened. This was also mentioned in relation to structural framework, including economy, which were experienced as challenging in relation to the transition. If employees perceive transition as challenging or as opportunity for development likely will depend on the individual. Overall, the course seemed to prepare employees and increase awareness in relation to the process, but employees also expressed a need for a distinct and supportive leadership.

Conclusion: We show here that training strengthens employees’ incentive, knowledge, and transitional instruments about the transition. Organic food must provide aclear and common goal that fits in to the overarching goal of the organization. This ongoing process requires continuous learning and distinct leadership support, as well as willingness to challenge the existing structural framework and gain increased latitude in the kitchens.

Place, publisher, year, edition, pages
2014. , 53 p.
Series
Master of Public Health, MPH, ISSN 1104-5701 ; MPH 2014:25
Keyword [en]
Organic food transition, implementation process, collaboration, action competence, training
Keyword [da]
Økologiomlægning, implementeringsproces, samvirke, samarbejde, handlekompetencer, undervisning
National Category
Medical and Health Sciences
Identifiers
URN: urn:nbn:se:norden:org:diva-3619OAI: oai:DiVA.org:norden-3619DiVA: diva2:783403
Presentation
2014-10-15, Nordic School of Public Health NHV, Box 12133, Göteborg, Sweden, 11:15 (Danish)
Supervisors
Note

ISBN 978-91-86739-90-4

Available from: 2015-01-26 Created: 2015-01-26 Last updated: 2015-01-26Bibliographically approved

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MPH 2014:25(1792 kB)3317 downloads
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