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To browse Academia. Skip to main content. Log In Sign Up. Mikkel Svold. In order to put forth valid recommendations the thesis first suggests organisational theories and contemporary theories on passion to acknowledge a broader and more encompassing idea of what passion in the workplace is. In the thesis it is suggested to leave behind the instrumental discourse on employee passion, and leave behind the idea that passion is solely comprised by positive emotions of benefit to the organisations.

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To browse Academia. Skip to main content. Log In Sign Up. Mikkel Svold. In order to put forth valid recommendations the thesis first suggests organisational theories and contemporary theories on passion to acknowledge a broader and more encompassing idea of what passion in the workplace is.

In the thesis it is suggested to leave behind the instrumental discourse on employee passion, and leave behind the idea that passion is solely comprised by positive emotions of benefit to the organisations. Instead, a discourse of passion as an energy encapsulating both negative and positive emotions is suggested. It is also suggested that the passion of an employee has no immediate connection to the workplace, but is rather hinged upon a love for a specific craft — a love understood in the philosophical term of being the feeling of unity with the loved object.

With this discourse the thesis precedes to suggest three major themes that enable organisations to include organisational outputs into the passions of the employees. Firstly, it is suggested that organisations induce a profound sense of love between the employees and the organisational outputs. Secondly, it is suggested that organisations help employees develop in order to create a feeling of getting closer to complete mastery, and hence unity, with their craft. Thirdly, the thesis suggests organisations to nurse a culture, which has large notions of trust and acceptance of nerdery as defined later and emotional engagement, as this would make the organisation be the place where immersion into the craft is culturally acceptable and not abnormal.

With these ideas, the employees are expected to engage into persistent deliberate practise, which in turn would create organisational excellence.

First of all, a big thanks to Dr Miguel Imas for his patience with me when the pressure of time set in, and for enlightening and interesting discussions on the subject matter, which indeed helped shape the research and interpretation of the findings. I would also like to thank the people at Pravda, Nordisk Spisehus, Restaurant Substans, and Zissou Pictures for taking the time and effort to tell their story and letting me into their world of passion and excellence.

Thank you for your thoughtful and illuminating insights. Thank you also to my friends and colleagues who politely and understandingly listened to my moments of despair, and provided great support.

Lastly, I wish to thank my loving girlfriend for bearing over with me, when my head was on the thesis and not present in the moment. Thank you for making sure I had breakfast and dinner, and thank you for still being by my side, in spite of my mental absence. Organisations can no longer suffice with offering good —or even great— products, as consumers increasingly ask for the ultimate quality e. Holmes : consumers increasingly ask for excellence. In this thesis, I join the line of researchers who find that in order to depart from the notion of high quality and arrive at excellence, organisations must move beyond ordinary theories of worker motivation, and focus their efforts on a stronger driver: passion.

Hence, if you ask a professional ballet dancer, it is not a motivation for dancing, which pushed him through long days of agonizing training or kept him persistent through hardship and disappointments; it is, I believe, his passion for dancing.

Or ask an MIT nuclear science professor, and she will tell you that motivation was not what kept her up late hours to finish her doctorate; passion was. Indeed to go from ordinary to good, great motivation is needed, but to go from good to truly extraordinary, only passion seems to provide the required energy. I myself, love excellence.

Not because I enjoy waiting, but because I love watching the enthusiasm and intensity of the barista when he, in deep concentration, pours the black brew into a preheated, purpose build cup and serves it to me, as if it were a fragile and invaluable ancient piece of papyrus.

It is with this thought in mind I wish to contribute to the knowledge of passion in organisations, so that the experience of excellence will be the ordinary one, rather than the extraordinary. In order to do so, I wish to qualitatively investigate the following question: How can organisations use passion in producing organisational excellence? To answer the question, the thesis will, in chapter 2, the Literature Review , critically examine the existing literature on work passion, in order to then propose an alternative understanding of what passion in organisations entails and how it will drive excellence.

In chapter 3, the Methodology, I will elaborate the reasons for and manners of the qualitative research, which form the base for the analysis in chapter 4. While recognising that an exhaustive answer to the research question will be beyond the scope of this thesis, I will, in the analysis, propose and elaborate four central themes, which have proven significant to the concept of passion of employees in excellence seeking organisations.

Before concluding on the analysis, I will, in chapter 5 the Discussion , discuss the discourse in order to arrive at a solid conclusion to the research question, in chapter 6.

Hence, the following chapter will elaborate on relevant research in order to create an understanding of the underlying discourse of this thesis. By the end of the chapter, I will propose my understanding of the connection between passion and excellence, and clarify the discourse with which the qualitative analysis has been made. Throughout history, questions of passion and emotion have been of the interest of scholars, philosophers, and artists.

Passion, love, desire, and even obsession are all prominent subjects in historic literature across religious texts, folk stories, and academic literature. Even much later philosophers have been occupied with the subject. With motivational theories evolving alongside the needs of the surrounding society, the development has gone from efficiency focussed theories during the industrial revolution i.

Taylorism, reviewed by Jones , over more HRD and psychology minded content i. Maslow ; Herzberg et al. This latest branch of motivational theories, bring us back to the now-emerging concept of work passion. As with the latest motivational theories, the research on passion in organisations also largely seem to be based on the creative industries i.

Vallerand et al. Donahue et al. Hence, although passion and intrinsic motivation by nature are indeed two different concepts, the theories and definitions of passion in the organisational context do carry some traits of intrinsic motivation. While intrinsic motivation is most often described in terms of employee autonomy, mastery, and challenge Deci et al. As Ho et al. However, since , it seems that some definitions have penetrated and is now dominating the field of passion in organisational contexts: 1 the notion of Job Passion Ho et al.

As for Employee Work Passion, it bears closer resemblance to ordinary theories of motivation. Because their discrimination between passion and motivation in this particular article is weak, the result of their research a twelve-factor model cannot be assigned to passion per se, but could just as well be factors facilitating mere high work motivation.

In addition, I note, for instance, that the twelve factors do not vary significantly from the points made by Teresa Amabile or Daniel H. Pink , who undoubtedly are considering the facilitators of employee motivation and creativity — not passion.

By starting from the individual affection and cognition surrounding their passion, Violet T. Ho and her colleagues , p. Notably, Job Passion does not entail the instrumental discourse of Employee Work Passion, as nowhere in the definition is it mentioned that the passion should contribute to the organisation Ho et al.

Hence, the link between passion and motivation seems less significant, and is more closely related to the philosophical understanding, which has been developed over centuries. Comparing Ho et al. To enrich the research on employee passion, I believe it is imperative to embrace this understanding of passion as a compound energy comprised by emotions.

In his last work, The Passions of the Soul , Descartes rationalistically observes and describes the underlying emotion of human passion. However, according to Descartes, all emotions are composed by or derived from only six primary emotions: Wonder, Love, Hatred, Desire, Joy, and Sadness — all of equal importance and strength.

Wonder, which also entails Astonishment, is the immediate attraction to novelty, and that through a Desire to learn leads to Curiosity Descartes The notions of Joy or Sadness, in my view, refer to more temporary states of being: One can feel Joy when aroused, or Sadness when exposed to e.

The same power over volition is true for Love and Hatred, although in another manner. When talking about employee passion and how it affects excellence, Love and Hatred contribute with the persistent will to respectively engage, or disengage with activity over a long or even lifelong period of time.

Looking at the concept of Love and Hatred versus that of Desire, they are admittedly very closely connected. However, the difference is that both Love and Hatred refer to a current state of being, while Desire has reference to the future.

Hence, one can have a desire for love — a desire for unity, and Hatred leads to a Desire for separation from the evil. In the context of employee passion, both Love and Hatred are beneficial. These two points of critique will be elaborated in the following. Damasio ; Dennett ; Frank When it comes to emotion versus reason, Descartes claims that man must control passion in order to act reasonably, however, Antonio Damasio and Robert H.

Frank argue that acting reasonably is not possible without involving emotions and passions see also Goleman , because of the interdependence between cognition and emotions. This leads me to the second critique of Descartes: the notion of passion and emotion conflicting with his idea of reason and rationalism. However, as Frank , p. Whereas Love and other passions apply to only certain objects, reason must be universally applicable, which, according to Luhmann a, p.

On the justification of passion, Luhmann b, p. Turning back to the distinction between intrinsic motivation and passion, the notion of rationale has special significance: Passion exists without reason, whereas motivation does not. The passionate love or hate of an object cannot be explained with reason, whereas motivation can come from the promise of a monetary reward, positive feedback from your colleagues, or a working culture of autonomy e.

Pink ; Amabile In other words, with intrinsic motivation, the deeper emotions are absent. Because the emotional cost [i. I believe that passion in an organisational setting is no different from any other passion, and therefore, need not be conceptualised in an organisational-specific manner. This is not to say that organisations have no power to encourage passion and use it for enhancing performance.

It is only to emphasize that the underlying concept of human passion stays the same, no matter the contextual setting. Doing so, the organisation indirectly encourages excellence, as passionate employees are more likely to engage in persistent, deliberate practise Vallerand et al.

When engaging with the literature on passion in organisations, one will soon meet the dichotomy of harmonious and obsessive passion i. In short, the main difference between the two lies in the power over volition.

The main reason for this omission is seated in the qualitative nature of this research. The respondents have been chosen not from their type of passion, but rather their position in and contribution to an organisation delivering excellence.

Hence, the results of this thesis rest upon their conception of how the organisation contributes to their passion and vice versa, and not the type of passion they may have. In the next chapter, I will elaborate on the methodological approach employed and explain and justify the collection and analysis of the data. The qualitative method allows for acquiring in-depth knowledge of the cultural phenomena and the specific world surrounding the researched subjects Kvale In order to identify the driving forces behind employee passion and excellence, and how these are influenced by organisations, this coverage of the person-specific opinions and experiences was necessary — an explorative coverage only attainable through qualitative engagement with the research subjects.

Specifically, I have conducted 10 semi-structured interviews. The flexible structure allows for said exploration, and for pursuing details and stories, that may not have been anticipated before the interviews took place Brown Furthermore, choosing the interview over other qualitative research methods like focus group interviews or participative observations has to do with the reliability of the research.

As the research is aimed at investigating how the entire emotional spectrum is involved in the passion for excellence, and at covering the interplay between founders, leaders, and employee, I anticipated that some important details and stories that would provide crucial insight into the nature of what impassionate employees, might be lost with the presence of a superior.

Noticeably, the argument goes both ways; the leaders may have stories and opinions they would withhold in the presence of their employees.

Datingens psykologi anmeldelse

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Comments: 1
  1. Goltilar

    In my opinion it is obvious. I will not begin to speak this theme.

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