Organizational maturity through employee experiences. A Case Study of the Digital Department in Denmark's Largest Retail Group
Author
Albu, Sabina-Alexandra
Term
4. term
Publication year
2025
Submitted on
2025-09-01
Pages
76
Abstract
This study examines the organizational maturity of Salling Group’s Digital Department from employees’ perspectives and identifies the workforce practices that shape performance and capabilities. It uses a qualitative case study based on 10 semi-structured interviews selected through purposive sampling. The main framework is the People Capability Maturity Model (P‑CMM) Level 2, which covers staffing, communication and coordination, performance management, training and development, work environment, and compensation. Culture and change are treated as complementary aspects. An Organizational Behavior lens connects findings across individual, team, and organizational levels. The results show uneven employee experiences within the Digital Department and across Salling Group. Many practices for managing and developing human capabilities lack clear structure and standardization, which slows change and fosters resistance. In particular, communication and coordination, performance management, and staffing strongly influence performance, capabilities, and employees’ sense of organizational maturity. Leadership emerges as critical: employees consistently call for an active, motivated new Head of Department to set direction and vision and to enable managers to lead their teams. Overall, the study clarifies how workforce practices and organizational behavior are interdependent across levels and shape perceptions of organizational maturity.
Dette studie undersøger Digitalafdelingens organisatoriske modenhed i Salling Group set fra medarbejdernes perspektiv og identificerer de praksisser, der former performance og kompetencer. Studiet er et kvalitativt casestudie baseret på 10 semistrukturerede interviews udvalgt ved formålsbestemt sampling. Den teoretiske ramme er People Capability Maturity Model (P‑CMM) niveau 2, som omfatter bemanding, kommunikation og koordinering, præstationsledelse, træning og udvikling, arbejdsmiljø og kompensation. Kultur og forandring behandles som supplerende elementer. Et organisationsadfærdsperspektiv bruges til at forbinde fund på individ-, team- og organisationsniveau. Resultaterne peger på uensartede medarbejderoplevelser både i Digitalafdelingen og i resten af Salling Group. Mange praksisser til at styre og udvikle medarbejderes kompetencer mangler klar struktur og standardisering, hvilket gør det sværere at gennemføre forandringer og bidrager til modstand. Særligt kommunikation og koordinering, præstationsledelse og bemanding påvirker performance, kapabiliteter og medarbejdernes oplevelse af modenhed. Ledelse fremstår som afgørende: Medarbejdere efterlyser en aktiv og motiveret ny afdelingschef, der kan sætte retning og vision og styrke ledernes muligheder for at lede deres teams. Samlet bidrager studiet til at forstå, hvordan arbejdsstyrkepraksisser og organisationsadfærd hænger sammen på tværs af niveauer og påvirker oplevelsen af organisatorisk modenhed.
[This apstract has been rewritten with the help of AI based on the project's original abstract]
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