Rapportens undersökning beskriver de skillnader och likheter mellan kedjeägda och privatägda klädbutiker i Lidköping. En öppen intervju genomfördes med fem butikschefer i kedja och fem butikschefer/ägare i privatägd butik för att beskriva rekryteringsprocessen och kunskapsnivån om anställningsformerna, 4-6 §§ Lag (1982:80) om anställningsskydd (LAS). Personalen i en butik är en resurs som tillsammans med butikschefen/ägaren arbetar för att uppnå lönsamhet. Rätt personal är då betydelsefullt för arbetsgivaren och en felrekrytering kan bli kostsamt för företaget. En effektiv och strukturerad rekryteringsprocess leder till rätt person på rätt plats[1]. Rekryteringsprocessens sista delar innefattar anställningsavtalet där anställningsformen ska beslutas för den nyanställda. Enligt 4-6 §§ LAS, finns sex korrekta anställningsformer. Uppsatsens fråga; Hur anställer butikschefer ny personal och kan de förklara anställningsformerna enligt 4-6 §§ LAS? Underfråga; vilka likheter och skillnader finns beroende på om butikschefen är verksam inom kedja eller privatägd butik? Rapportens slutsats beskriver att rekryteringsprocessen skiljer sig ytterst lite åt varandra i klädföretagen. Både kedjor och privatägda butiker utförde en kortsiktig process vid nyanställning. Kunskapsnivån av anställningsformerna skildes åt tydligare beroende på vart butikschefen arbetade. Butikschefer i kedjor besatt en högre kunskap medan butikschefer/ägare i privat butik saknade generellt kännedomen kring anställningsformernas rättigheter och skyldigheter. Inga av de intervjuade har upplevt konsekvenser av brist på kunskap inom 4-6 §§ LAS. Frågan är om det är nödvändigt för butikschefer att besitta denna kunskap? [1]Danilov & Hellgren, april 2010 / The report's survey describes the differences and similarities between a chain and privately-owned clothing stores in Lidköping. An open interview was conducted with five store managers in a chain store and five store managers / owners of the privately owned shop to describe the recruitment process and knowledge on forms of employment, § § 4-6 Lag (1982:80) om anställningsskydd (LAS). The staff in a store is a resource that together with store manager / owner is working to achieve profitability. Right staff is then important for the employer and a wrong recruitment can be costly for the company. An effective and structured recruitment process leads to the right person at the right place. The recruitment process last part includes the employment contract which the employment status is decided for the new recruits. According to § § 4-6 LAS, there are six regular forms of employment. Essay question: How do the store managers employ new staff and do they know the forms of employment according to § § 4-6 LAS?  Sub query: What similarities and differences exist depending on whether the store manager is active within the chain or privately owned shop? Conclusion of the report describing the recruitment process differs very little about each other clothing companies. Both chains and privately owned shops did a short-term process of hiring new staff. The level of knowledge of forms of employment were separated more clearly dependent on each store manager was working. Store managers in chains possessed a higher knowledge while store managers / owners of private store lacked general awareness about the employment status ‘rights and obligations. None of the interviewees have experienced the consequences of lack of knowledge in § § 4-6 LAS. The question is whether it is necessary for store managers to possess this knowledge?

Introduction. This thesis intends to examine and problematize a phenomenon that, until now, has not been the subject of research: the use of temporary employment agencies in Swedish public libraries. The aim of the study is to investigate how the motives for using temporary employed library staff can be understood in relation to two potentially conflicting institutional logics: the market-liberal oriented New Public Management (NPM) logic and the professional library logic. Furthermore, the study aims to examine how these two logics are used as a means of obtaining legitimacy. Theory & Method. The theoretical underpinnings of the study are new institutional theory, and the research method is document analysis. The study’s empirical material consists of public documents, which have been processed through a qualitative thematic content analysis. By focusing on one specific organization - The City of Stockholm public libraries (Stockholms stadsbibliotek) - the investigation is carried out as a case-study. Results & Analysis. Six main themes have been identified: resource efficiency, flexibility, open libraries, competence, stability and administration. All themes contain expressions of both institutional logics. Legitimacy is obtained partly through the NPM logic and in relation to cost efficiency, partly in relation to the professional and democratic principles of the library logic. Thus, both logics are applied to justify the use of temporary employment agencies. Conclusion. The studied documents contain a relatively stable dynamic between the NPM logic and the library logic. Contrary to what some new institutional theorists have argued, the study’s results indicate that multiple logics may be able to coexist within an organizational field. The explanation for the coexistence of these logics might be that they share certain aspirations and perceptions, for example the perception of the library users and administrative work.   This is a two years master’s thesis in Library and Information Science.

Arbetsmotivation på en arbetsplats kan kännetecknas av en bra arbetsmiljö, ett ökat ansvarstagande och att chefen och medarbetarna strävar efter att uppnå samma mål. I det moderna arbetslivet har arbetsmarknaden förändrats med ständiga effektiviseringar och slimmade organisationer. En påföljd är att andelen tidsbegränsat anställda har ökat som anställningsform. Syftet med denna studie var att få en utökad kunskap om faktorer som kan påverka arbetsmotivation med betoning på eventuella skillnader i arbetsmotivation mellan olika anställningsformer. Studien genomfördes på fem anläggningar inom bad- och friskvårdsbranschen i södra Sverige och 114 personer, fast- och tidsbegränsat anställda deltog. För att mäta arbetsmotivation utvecklades en skala baserad på QPS-Nordic 34+ (General Nordic Questionnaire for Psychology and Social Factors at work), som avser att mäta psykologiska och sociala faktorer i arbetslivet. Från denna skala valdes sju domäner: arbetskrav, kontroll i arbetet, social interaktion, organisationskultur, ledarskap, engagemang i organisationen, och arbetsmotiv, tillsammans med tre frågor om kön, ålder och arbetsposition. Resultatet visade ingen signifikant skillnad i arbetsmotivation mellan anställningsformer. Däremot sågs en positiv signifikant korrelation mellan ålder och organisationsengagemang, arbetskrav och organisationskultur. Resultaten bekräftar tidigare forskning som visat att äldre är mer motiverade än yngre medarbetare. / Job satisfaction in the workplace can be characterized by a good working environment, increased responsibility and that the manager and the employees strive to achieve the same goal. In modern working life, the job market changed with effectiveness and leaner organizations. A sanction is that the proportion of temporary employees has increased as a form of employment. The purpose of the study was to get an expanded knowledge of the factors that may affect the work satisfaction with the illustration of any differences in motivation between different forms of employments. The study was conducted at five facilities within bath and healthcare organisation in the south of Sweden with 114 persons, permanent and temporary employees. To measure job satisfaction developed a scale based on the QPS Nordic 34+ (General Nordic Questionnaire for Psychology and Social Factors at Work), designed to study psychological and social factors at work. From this scale was seven domains chosen: Job requirement, Control at work, Social interaction, Organizational culture, Leadership, Commitment to the organization, and Job designs, along with three questions about gender, age and working position. The results showed no significant difference in job satisfaction between forms of employment. There was however a positive significant correlation between age and organizational commitment, job requirement and organizational culture.  The results did not show any significant differences in job satisfaction between forms of employment. The results confirm previous research showing that older people are more motivated than younger employees.