En konsult kan vara anställd på ett konsultbolag samtidigt som en annan part kan hyra in konsulten för att få hjälp med ett särskilt uppdrag eller för att få rådgivning. Tidigare forskning inom styrningsområdet visar på att en individ bör styras av endast en chef, eftersom det annars kan uppstå en osäkerhet hos individen, där otydliga förväntningar kan minska motivationen hos en individ. För en konsult blir det däremot svårt att styras av endast en chef. Anledningen till detta är att ett kundföretag kan agera som en chef och övervaka en konsult, samtidigt som det är viktigt att konsultchefer motiverar konsulten då chefer kan påverka arbetsmiljön. Då en individs beteende kan styras med hjälp av belöningar, kan både konsultchefen och chefen på ett kundföretag styra och motivera en konsult med hjälp av belöningar. Därmed uppstår möjligheten att en konsult exponeras för ett tudelat belöningssystem, det vill säga belöningar från konsultbolaget och belöningar från kundföretaget, vilket innebär att risken finns att det uppstår en osäkerhet hos konsulten. Ett tudelat belöningssystem bör undersökas för att kunskap ska uppstå om hur motivationen, hos en individ som styrs med hjälp av ett tudelat belöningssystem, påverkas av ett tudelat belöningssystem och hur systemet kan utformas för att förstärka individens motivation. / A consultant can be employed by a consulting company, but at the same time another party can hire a consultant to receive help with a specific project or to get advice. Previous research within the field of management control shows that an individual should be controlled by only one manager, because otherwise an insecurity can arise within the individual, where unclear expectations can reduce the motivation of an individual. However, for a consultant it is difficult to be controlled by only one manager. The reason for this is that a customer company can act as a manager and supervise a consultant, while it is important for managers of a consulting company to motivate the consultant since managers can affect the work environment. Since an individual’s behavior can be controlled by rewards, both the manager of the consulting company and the manager of a customer company can control and motivate a consultant by using rewards. Therefore, the opportunity for a consultant to be exposed by a bisectional reward system arises, that is, rewards from the consulting company and rewards from the customer company. This means that there is a risk that an insecurity arises within the consultant. A bisectional reward system should be studied in order to spread knowledge about how the motivation of an individual who is controlled by a bisectional reward system, is affected by a bisectional reward system and about how the system can be designed in order to enhance the motivation of the individual.

Denna studie har ämnat att undersöka socialsekreterares och verksamhetsansvarigas upplevelse av socionomkonsulters roll och betydelse för den ordinarie verksamheten.  Studien genomfördes med två separata webbenkäter som riktats till socialsekreterare respektive verksamhetsansvariga inom området barn och unga i tre svenska kommuner. Resultatet visar att socionomkonsulters arbete riskerar att påverka utredningarnas kvalitet och klienters rättssäkerhet negativt. Socionomkonsulter kan ha en positiv inverkan på klienters rättssäkerhet, men det är i hög grad beroende av vilken socionomkonsult som verksamheten anlitat. Den främsta anledningen till att verksamheterna anlitar socionomkonsulter är för att underlätta vid tillfälligt hög arbetsbelastning. Socialsekreterare upplever dock att konsultanvändning riskerar att generera bristfälliga och oavslutade utredningar som snarare medför ett merjobb för den ordinarie personalen. Socialsekreterare och verksamhetsansvariga uppger att socionomkonsulter saknar kunskap om verksamheternas lokala rutiner och insatser, vilket kan resultera i att utredningarna avslutas med beslut om insatser kommunen inte har möjlighet att erbjuda. Både socialsekreterare och verksamhetsansvariga anser att anlitandet av socionomkonsulter i deras verksamheter över tid bör minska. Vi drar slutsatsen att utredningsarbetet av barn och unga bör präglas av en kontinuitet som verkar gå förlorad vid anlitandet av socionomkonsulter.

This presentation will describe the model followed by an existing fully-integrated pediatric practice and present research findings from a descriptive study performed at the site. Specific techniques and tools used at the practice will be discussed along with guidance on ways to introduce this model into non-integrated practice.

Yes / Objectives: Many organisations struggle to clearly differentiate the radiographer consultant role from advanced or specialist practice, with newly appointed consultant practitioners often illprepared for working at this level. This article discusses the design, implementation and validation of an outcomes framework for benchmarking competencies for trainee or new-in-post consultant radiographers. Methods: Five experienced radiographers from different clinical specialisms were seconded to a twelve month consultant trainee post, guided by a locally-devised outcomes framework. A longitudinal qualitative study explored, from the radiographers' perspective, the impact of the outcomes framework on the transition to consultant practice and beyond. Data collection included semi-structured interviews (months 1, 6 and 12), validation via a focus group (month 18) and a group interview (5 years). Results: Early interactions with framework objectives were mechanistic, but as participants better understood the role more creative approaches emerged. Despite diverse clinical expertise, the framework facilitated parity between participants, promoting transparency and credibility which was important in how the consultant role was perceived. All participants achieved all framework outcomes and were subsequently appointed to substantive consultant radiographer positions. Conclusion This outcomes framework facilitates experienced radiographers to successfully transition into consultant radiographers, enabling them to meet multiple non-clinical targets while continuing to work effectively within a changing clinical environment. It is the first validated benchmarking tool designed to support the transition to radiographer consultant practice. Adoption of the tool will provide a standardised measure of consultant radiographer outcomes that will promote inter-organisational transferability hitherto unseen in the UK. / Mid Yorkshire NHS Trust Hospitals

Yes / Background: Consultant radiographer numbers remain low despite the ongoing capacity challenges in diagnostic imaging. This is compounded by the limited evidence of how such roles can positively impact on service delivery, particularly in relation to their leadership expectations. Aims: To examine the activities undertaken by consultant radiographers; evidence the impact of the roles, and consider whether the roles encompass the four domains of consultant practice. Method: Six consultant radiographers employed in a single NHS Trust completed an activity diary over a period of 7 days. Interval sampling every 15 minutes enabled the collection of a large volume of complex data. Findings: All consultants worked beyond their contacted hours. The documented activities demonstrate the breadth of the roles and confirmed that the participants were undertaking all four core functions of consultant practice. Conclusion: The impact of the roles stretched beyond the local department and organisation to the health system and wider profession.

No description available.

No description available.

Human Resource Management (HRM) consultants are becoming more common. Simultaneously there is a lack of HRM in small and medium enterprises (SME’s). SME’s states neither to afford, nor have the time to perform HRM in their business. This thesis is a Working Scholarly essay based on qualitative method, based on ten semi- structured interviews. The purpose of this thesis is to investigate whether external HRM consultants can help SME’s with their HRM work. The questions to be answered are: - What business opportunities there are for HRM consultants to work with SME’s? - What obstacles HRM consultants working towards SME’s face in the market? The survey was conducted using a “data triangulation” of three different target groups where all participants originated from different companies. Interviews were performed on ten people with knowledge of HRM. Five of those interviewed with specific knowledge of HRM consultants working towards SMEs. The interviews were analysed by categorizing and placed into a SWOT analysis to identify the HRM consultants' business opportunities in relation to SME’s. The study's results showed that the HRM consultants have good business opportunities to work towards SME’s but there also exist some obstacles and threats. / Human Resource Management- (HRM) konsulter blir allt vanligare samtidigt som det råder brist på HRM-arbete i små- och medelstora företag (SME-företag). SME-företagen påstår sig varken har råd eller tid att utföra HRM-arbete. Studien är en Arbetsvetenskaplig uppsats utarbetad ur en kvalitativ metodansats baserad på tio stycken semistrukturerade intervjuer. Syftet med studien är att undersöka huruvida externa HRM-konsulter kan hjälpa SME-företag med deras HRM-arbete. Frågorna som ställs är vilka affärsmöjligheter det finns för HRM-konsulter att arbeta med SME-företag, samt vilka hinder HRM-konsulter som jobbar mot SME-företag möter på marknaden. Undersökningen genomfördes med hjälp av en datatriangulering av tre olika målgrupper, där samtliga deltagare kom från olika företag. Intervjuer utfördes med tio personer med kunskap inom HRM, varav fem stycken med specifik kunskap om HRM-konsulter som jobbar mot SME-företag. Intervjuerna analyserades genom kategorisering och placerades in i en SWOT- analys för att kartlägga HRM-konsulters affärsmöjligheter gentemot SME-företag. Studiens resultat visade att HRM-konsulter har goda affärsmöjligheter att arbeta gentemot SME-företag men att det även föreligger en del hinder och hot.

Pour des raisons spécifiques propres à leur histoire, à leur identité, ou à certaines problématiques complexes rencontrées, il peut arriver que les organisations activent des processus de gouvernement par la discussion. De tels processus prennent la forme de dispositifs par lesquels des acteurs provenant d’horizons élargis se livrent à un travail politico-stratégique, d’imagination de mondes souhaitables et possibles, de confrontation et de composition de leurs expériences et leurs affects dans des espaces plus ou moins instrumentés de discussion, de partage, d’élaboration, de mise en mots: des processus de sémantisation.En prenant le point de vue d’un intervenant, la finalité de ce travail sera de proposer des repères pertinents pour le design et l’accompagnement de ces processus. Entre les illusions « idéalistes » et les injonctions « pseudo-pragmatiques », les processus de sémantisation doivent être conçus et instrumentés dans la perspective singulière de régénération de souverainetés hybrides, vis-à-vis d’objets qui excèdent les capacités à penser et à agir des acteurs à l’intérieur de compromis de gouvernement institués. Prenant le contre-pied des tendances contemporaines à la liquéfaction des institutions, l’axiologie sous-jacente de tels critères de conception s’appuie sur l’idée que la régénération des institutions suppose l’instrumentation d’une capacité dynamique à ouvrir des formes de travail politico-stratégique tournées vers la formation de rythmes organisationnels et politiques de meilleure qualité. Les processus de sémantisation apparaissent alors comme activateurs de dynamiques d’action collective instituant des souverainetés plus fécondes. / Driven by reasons specific to their history or identity, or driven by complex problems, organizations may at times decide to engage in processes of “government by discussion”. These processes will take the shape of dispositive enabling stakeholders from various backgrounds to contribute to a political-strategic work whereby they imagine more desirable and feasible worlds, by which they may confront and compose between their experiences and affects within more or less instrumented spaces for discussion, sharing, controversies, collective wording and enacting: namely processes of “semantics building”.Taking the point of view of a consultant, the final aim of this work will be to suggest markers useful for the designing and accompanying of such processes. Avoiding traps of idealist illusions as well as those of pseudo-pragmatism, processes of “semantics building” must be designed bearing in mind the particular idea of regeneration of hybrid sovereignties, towards objects which exceed the capacities to think and act of stakeholders within the institutionalized organizational and political compromises. Aiming at going beyond the current tendencies of liquefaction of institutions, the underlying axiology of such design heuristics relies on the idea that the regeneration of institutions implies the instrumentation of a dynamic capacity to launch political-strategic work geared towards the emergence of organizational and political rhythms of a higher quality. Processes of “semantics building” then appear as the triggers of dynamics of collective action whereby more fruitful sovereignties can be instituted.

L'objectif de cette thèse est d'analyser les pratiques des consultants dans la gestion des risques psychosociaux au travail (RPS). Phénomène au cœur de l'actualité mais mal défini, les RPS peuvent faire l'objet d'une approche restrictive, tendant à individualiser le risque, à limiter la responsabilité de l'employeur et à soigner le travailleur ; ou d'une approche élargie, appréhendant la dimension organisationnelle du risque, étendant la responsabilité de l'employeur et soignant le travail et son organisation. Il s'agit d'un champ stratégique autour de l'imputation de la responsabilité du risque, opposant principalement employeurs et représentants du personnel.Sur la base d'un échantillon de 37 consultants et d'une démarche exploratoire qualitative, ancrée dans le paradigme interprétativiste pragmatique, nous avons souligné l'hétérogénéité de leurs pratiques, pouvant se traduire dans le choix du commanditaire, le profil disciplinaire du consultant, le contexte d'intervention et les modalités de questionnement, d'analyse et de « mise en marche » de la démarche. Il existe ainsi trois « pratiques-type » : les pratiques co-constructives, adaptatives et militantes. Inscrits dans une logique de marché, les consultants sont des acteurs hybrides, oscillant entre co-construction et adaptation, voire militantisme, en fonction des marges de manœuvre et des besoins du commanditaire. Un second terrain d'enquête, un établissement de soins privé ayant eu recours à l'intervention d'un consultant, a permis de mettre en évidence l'une des limites des pratiques des consultants : la « réappropriation stratégique » des préconisations et du contenu du rapport de mission par l'employeur. / The aim of this thesis is to analyze consultants' practices in psychosocial risks (PSR) management. Phenomenon at the heart of news but without consensual definition, PSR have both approaches: a restrictive one individualizes the risk, limits employer's responsibility and promotes individual care; a broader one considers the organizational dimension of the risk, extends employer's responsibility and promotes work and organization care. This is a strategic field around risk responsibility allocation, putting employers against union representatives.We conducted an exploratory qualitative study at the pragmatic interpretativist paradigm, using a consultant sample (n=37). We showed the consultants' practices heterogeneity around customer/sponsor, specialization, context and PSR management characteristics. Three “practices-type” exist: co-constructives, adaptatives and activists practices. Consultants are hybrids actors from the perspective of competitive market logic: their practices fluctuate between co-constructives and adaptatives practices, even activists ones. We also performed a second field work highlighted one limit of consultants' practices: the “strategic re-appropriation”of recommandations by employer.