Brief description of the procedure

Authors
Norbert Berndorfer & Jörg A. Prieler

Area(s) of application
1. Recognize strengths and weaknesses and present them transparently in order to promote the commitment and competence of members through appropriate measures.
2. Dissatisfaction with management culture
3. Tensions and conflicts between individual teams/departments. Develop measures that quickly restore trust and full productivity through targeted cooperation.
4. Current personnel development measures are not effective.
5. A (planned) project is of central importance and employees do not go along with it (proactively resolve possible resistance)
6. In the event of staff reductions: Strengthening security, trust and motivation in this uncertain time for the remaining team
7. Merging: prompt reduction of cultural differences, introduction of tangible measures on a broad basis to increase acceptance and motivation.
8. In the case of expansion through company acquisition: how strong and how good are the hard and soft success factors? Do the different corporate cultures hinder each other?
9. Replacement of specific positions
10. Handing over a family business to the next generation

Execution
The procedure consists of 102 "TARGET" and 102 "ACTUAL" items, which are always given in pairs: "How it IS with us" vs. "How it SHOULD be"

Execution time
Approx. 30 minutes

Reliability
Cronbach's alpha and retest reliabilities:
In a study of 248 people, reliability coefficients for the individual scales were determined to be in the range of 0.76 to 0.87 (Cronbach's alpha).
To determine the stability, 121 people were tested a second time at six-month intervals. The retest reliabilities are between 0.74 and 0.84.

Validity
The validity of the TUF is given because there is a high degree of agreement with similar test procedures (Management Case Studies, MFA, 1999, G. P. Fennekels & S. D'Souza), some of which measure similar dimensions, and because there is little or no agreement with test procedures that measure something else (convergent and discriminant validity).
In a second validation study, 6 companies (average company size = number of employees = 3211) were surveyed after the study with regard to economic success in the following year (absolute scale in euros) and the (partly subjective) assessment of the management, HR managers & staff representatives (was surveyed separately) with regard to absenteeism (objective), job satisfaction (partly subjective & objective) and "spirit of optimism" (subjective) on a percentage scale (starting point was 0% at the time of measurement, percentages could assume positive or negative values). The scale differences were analyzed using inferential statistics (variance and discriminant analysis). This revealed statistically significant positive correlations in all criteria with a good fit between corporate culture and leadership behavior.

Evaluation / Standards
Standardization of such a procedure does not prove to be useful (no two companies are the same, so "summing up" the individual scales from different companies for the purpose of standardization is not expedient). However, specific cut-off values are given on a percentage rank scale, which are valid for all companies. The decisive factor is above all the balance and agreement between the ACTUAL and TARGET values. This appears to be essential for a well-fluctuating company.

Execution methods
Possible on PCs/laptops/touchpads without restriction. On mobile phones only to a limited extent, as input with a finger is somewhat cumbersome (but possible in principle).

Languages
German, English

Security and data protection
The IR&C system meets the latest IT requirements ("banking standard"). As an additional security measure, personal codes can also be assigned instead of the specific names of the persons tested. Customers only need to provide sufficient PCs/laptops/touchpads with or without an Internet connection (on/off-line capable, also intranet-capable).