Background: The care for the older adults is facing major challenges with the growing proportion of older people. This entails a need to find new ways to cope with the tasks of elderly care, and digitalization is seen as part of the solution. In order to succeed with digitalizing, the first-line managers in elderly care needs knowledge of change management and digitalization. That knowledge needs to be obtained via educational efforts. Aim: The aim of the study was to examine the experiences of first-line managers within elderly care after they recieved training in change management and digitalization. The aim was further to examine their perspectives on the influencing factors when it comes to leading change management in digitalization. Method: The method was a qualitative interview study with an inductive research approach and the sample consisted of first-line managers within elderly care in a medium-sized Swedish municipality. Semi-structured interviews were conducted which were analyzed by qualitative inductive content analysis.  Results: Four main categories emerged; perspectives on implemented educational efforts; identified potential, barriers and needs in change management and digitalization; responsibilities and roles in change management and digitalization; and perspectives on care users when using health and welfare technology. Potential and barriers included assent from management, cooperation between colleagues, influence of the first-line managers' level of interest, resources, goals and strategies. It also included prioritization of daily operations, employee needs, resistance and information about purpose, implementation process and technology. In order for the first-line managers in elderly care to achieve the expected benefit with training on change management and digitalization, the expectations needs to be well defined. Conclusion: Educational efforts in change management and digitalization alone are not enough to achieve a successful implementation of health and welfare technology in municipal care for the elderly. Digitalization is an ongoing process of changes and the first-line managers can-not do it by themselves. The preferred practice is to be able to create the conditions for interested employees to drive the work of digitalization within their respective operation.

Införandet av New Public Management i den offentliga sektorn har för första linjens chefer,benämnda som enhetschefer i denna studie, inneburit en ökad byråkrati och minskad kunskap inom hantering av olika arbetsuppgifter. Detta bland annat inom arbetet kopplat till personalärenden. På så sätt ökar värdet av ett gott samarbete och en god relation med HR-avdelningen och dess HR-partners. Studiens syfte avser att skapa förståelse kring enhetschefers upplevelse av relationen till sin HR-partner och vilka faktorer som ligger till grund för en högkvalitativ arbetsrelation. Studien ämnar att ta reda på vilka kriterier enhetschefer anser bör finnas i en högkvalitativ arbetsrelation samt på vilket sätt relationen mellan enhetschefer och deras HR-partners kan definieras som en högkvalitativ arbetsrelation. Alternativt vad som behöver utvecklas för att relationen skall definieras som en högkvalitativ relation. Genom en kvalitativ metod intervjuades enhetschefer inom en offentlig verksamhet. Semi-struktureradeintervjuer användes för att undersöka deras upplevelser av relationen till deras HR-partners. Genom en tematisk analys kunde ett resultat presenteras. Resultat visade att relationen idag ärgod, men är inte av en högkvalitativ karaktär. Relationen innehåller ömsesidig respekt ochempati som ger psykologisk trygghet till medlemmarna i den men det finns hinder för utvecklingen av relationen. Det handlar om att fylla ett behov för ett individ- och verksamhetsanpassat arbete som i dag saknas i relationen. Då relationer är dynamiska och en uppfattning om vad god kvalité innebär är individuellt kan relationer lätt få fel förutsättningar för att fungera. Genom att arbeta mot en tydligare målbild för vad arbetet skall bidra till samt vad relationen betyder för de olika parterna kan en högkvalitativ relation lättare uppnås. / The introduction of New Public Management in the public sector has meant increased bureaucracy and reduced knowledge in handling various tasks for first-line managers referred to as unit managers in this study. This, among other things, in work linked to personnel matters. In this way, the value of good collaboration and a good relationship with the HR department and its HR partners increases. The purpose of the study is to create an understanding of unit managers' experience of the relationship with their HR partner and the factors that form the basis for a high-quality working relationship. The study aims to find out what criteria unit managers believe should exist in a high-quality working relationship and in what way the relationship between unit managers and their HR partners can be defined as a high-quality working relationship. Alternatively, what needs to be developed for the relationship to be defined as a high-quality relationship. Through a qualitative method, unit managers in thepublic sector were interviewed. Semi-structured interviews were used to examine their experiences of the relationship with their HR partners. Through a thematic analysis, a result could be presented. Results showed that the relationship today is good, but is not of high-quality nature. The relationship contains mutual respect and empathy that gives psychological security to its member. There are obstacles to the development of the relationship that is about filling a need for individual and business-adapted work that is currently lacking in the relationship. As relationships are dynamic and perception of what good quality means is individual, relationships can easily have the wrong conditions to function. By working towards a clearer goal picture for what the work is to contribute to and what the relationship means for the various parties, a high-quality relationship can be more easily achieved.

Problématique: Le partenariat de soins est un concept qui s’avère prometteur pour améliorer la qualité des soins de santé offerts à la population. Les gestionnaires de proximité détiennent un rôle-clé dans son intégration en raison de leurs fonctions d’organisation des soins et de gouvernance, ainsi que de leur proximité avec les patients. But: Le but de cette étude est d’explorer l’intégration du partenariat de soins en administration des services infirmiers auprès de gestionnaires de proximité, de coordonnateurs de programme et de patients partenaires de trois unités de soins d’un centre hospitalier de la région de Montréal. D’une part, l’étude vise à explorer les perceptions des parties prenantes quant au rôle du gestionnaire de proximité dans l’intégration du partenariat de soins et, d’autre part, identifier les barrières, les facilitateurs et les compétences y étant associées. Méthodologie: Pour réaliser cette étude exploratoire descriptive, une entrevue semi-dirigée a été conduite auprès de chacun des huit participants : trois coordonnateurs de programme, deux gestionnaires de proximité et trois patients partenaires. Une analyse de contenu a été effectuée et guidée par le référentiel de compétences de pratique collaborative et partenariat patient en santé et services sociaux. Résultats: Le rôle du gestionnaire de proximité dans l’intégration du partenariat de soins en administration des services infirmiers concerne plusieurs thématiques, dont la gestion de projets, la valorisation du patient partenaire et la représentativité de la clientèle. Les principales barrières à l’intégration du partenariat de soins en administration des services infirmiers identifiées sont l’organisation des soins et la disponibilité des ressources. À l’inverse, le principal facilitateur est la gestion de projets. Les habiletés des parties prenantes peuvent être tant une barrière qu’un facilitateur. La communication, la clarification des rôles et des responsabilités et le leadership collaboratif sont des compétences-clé à maîtriser par les gestionnaires de proximité, selon les participants. Discussion/Conclusion: La variabilité dans l’intégration du partenariat de soins et l’importance de l’exercice du leadership dans la gestion des projets réalisés en partenariat sont constatées par l’étudiante-chercheure. Le rôle et le positionnement hiérarchique des coordonnateurs de programme semblent faciliter davantage l’intégration du partenariat de soins en administration des services infirmiers que ceux des gestionnaires de proximité. Un besoin de soutien en ce qui a trait à la compréhension de l’approche, au développement des compétences requises et à l’accès aux ressources en facilitant l’intégration demeure à combler. / Background: The patient partnership is a concept that appears to be promising for the improvement of the quality of care delivered to the population. The first-line managers play a key role in its integration because of their functions in care organization and governance and their proximity with the patients. Objective: The aim of this study is to explore the integration of the patient partnership in nursing administration in three units of a hospital of the greater Montreal area. On the one hand, the study will allow to explore the perceptions of the stakeholders related to the role of the first-line manager in the integration of patient partnership in nursing administration and, on the other, to identify the associated facilitators, barriers and competencies. Methods: A semi-directed interview has been conducted with each of the eight participants: three program coordinators, two unit head nurses and five patient partners. This descriptive exploratory study then included a content analysis guided by the competency framework for collaborative practice and patient partnership in health and social services. Findings: The first-line manager’s role regarding patient partnership integration in nursing administration is related to several themes including project management, valuing the patient partner and users’ representativeness. The main barriers documented regarding patient partnership integration in nursing administration are the organization of care and the availability of resources. The main facilitator relates to project management. The skills of the stakeholders are a common theme of the barriers and facilitators. According to the participants, communication, responsibilities and roles’ clarification, as well as collaborative leadership are key competencies that first-line managers need to master. Discussion/Conclusion: Variability in the integration of the patient partnership and the importance of leadership in project management regarding patient partnership were noted by the student-researcher. The role and hierarchical positioning of program coordinators seem to facilitate the integration of the patient partnership in nursing administration more than those of the first-line managers. Furthermore, support regarding understanding of the approach, competencies development and access to resources facilitating the integration is still required.

Våld i nära relationer klassas som ett folkhälsoproblem och studier visar att arbetsplatsen kan ha en viktig funktion att hjälpa och stötta våldsutsatta personer (Charlott, Cleroux, Lopez & Scott, 2021; Holmgren & Grünbaum, 2021, s. 45; Strand, 2022, s. 51). Mäns våld mot kvinnor, våld i nära relationer och hedersrelaterat våld och förtryck innebär att våldet utövas av en person som finns i den utsatta personens närhet. Kvinnor är i högre grad utsatta för våld än män. Inom vård- och omsorgsverksamheten är cirka 80 procent av de anställda kvinnor (Strand, 2020, ss. 27-28; Hydén, Överlien, Ericson, Wiman & Grönberg Eskel, 2016, s. 3; SKR, 2016). Att vara utsatt för våld i nära relationer kan ha negativ inverkan på arbetsförmågan (Skoog Waller, 2022). Jämställdhetsmyndigheten (2022) uppmanar arbetsgivare att arbeta aktivt med att identifiera och förebygga våld i nära relationer hos medarbetare. Arbetsplatsen kan agera som en fristad för personer som är utsatta för våld i nära relationer vilket belyser arbetsplatsens viktiga funktion (Katula, 2012). Därav är det intressant att undersöka hur första linjens chefer inom den kommunala vård- och omsorgen arbetar med våld i nära relationer. Syftet med studien är att öka kunskapen om hur första linjens chefer inom kommunal vård- och omsorg arbetar med våld i nära relationer om medarbetaren är utsatt för våld. Studien har genomförts med en kvalitativ metod och urvalet bestod av tio första linjens chefer inom kommunal vård- och omsorgsverksamhet från nio olika kommuner i Sverige. Semistrukturerade intervjuer genomfördes och en kvalitativ innehållsanalys användes för att bearbeta texten. Utifrån studiens syfte att öka kunskapen om hur första linjens chefer arbetar samt vilka faktorer som kan påverkar första linjens chefers arbetssätt om medarbetare är utsatta för våld i nära relationer. Detta för att kunna ge stöd åt medarbetare som är utsatta för våld. Då det är arbetssätt som ska studeras förefaller det sig lämpligt att tolka innehållet i intervjuerna med hjälp av begreppen Förstå, Vilja och Kunna från Lundquist (1992, ss. 75-77) implementeringsteori. Dessa tre begrepp är en förutsättning för att införa arbetssätt därför har dessa begrepp använts som tolkningsstöd i analysarbetet. I resultatet visade det sig att ledarskapsstilen har betydelse i mötet med personer som är utsatt eller har varit utsatta för hot och våld i nära relationer. Ytterligare framkom att nio av tio chefer saknar rutiner kring stöd för medarbetare som är utsatta för våld i nära relationer. Några faktorer som framkom i studien var en rädsla för att fråga om våld i nära relationer, kunskapsbrist samt otillräckliga resurser. En annan faktor som framkom var att samtliga deltagare visar både på vilja och engagemang att lyfta frågeställningar om hot och våld i nära relationer i samtal med medarbetare. Resultatet visar att cheferna upplevde en kunskaps- och resursbrist inom verksamheterna kring frågan om våld i nära relationer. Studiens resultat indikerar att det finns förbättringsmöjligheter och att denna frågan borde vara högre prioriterad inom den kommunala vård- och omsorgen. / Domestic violence is classified as a public health problem, and studies show that the workplace can have an important function in helping and support people exposed to violence (Holmgren & Grünbaum, 2021, p. 45; Strand, 2022, p. 51; Charlott, Cleroux, Lopez & Scott , 2021). Men's violence against women and domestic violence means that the violence is perpetrated by a person who is in the victim's vicinity. Women are more exposed to violence than men. Health care is abusiness where approximately 80 percent of the employees are women (Strand, 2020, pp. 27-28; Hydén, Överlien, Ericson, Wiman & Grönberg Eskel, 2016, pp. 3; SKR, 2016). Being exposed to domestic violence can have a negative impact on the ability to work (Skoog Waller, 2022). Jämställdhetsmyndigheten (2022) calls on employers to work actively to identify and prevent domestic violence among employees. The workplace can act as a haven for people exposed to domestic violence, highlighting the important function of the workplace (Katula, 2012). Hence, it is interesting to examine how first-line managers in municipal health and social care work with domestic violence. The purpose of the study is to increase knowledge about how first-line managers in municipal health and care work with domestic violence if the employee is exposed to violence. The study was carried out using a qualitative method, and the sample consisted of ten first-line managers in municipal care and social care operations from nine different municipalities in Sweden. Semi-structured interviews were conducted, and a qualitative content analysis was used to process the text. Based on the purpose of the study to increase knowledge about how first-line managers work and which factors can affect the way first-line managers work if employees are exposed to domestic violence. This is to be able to provide support to employees who are exposed to violence. Since it is working methods that are to be studied, it seems appropriate to interpret the content of the interviews using the concepts of Understanding, Willing and Knowing from Lundquist's (1992, pp. 75-77) implementation theory. These three concepts are a prerequisite for introducing working methods since the purpose of the study is to investigate the working methods of first-line managers. These concepts were used as interpretation support in the analysis work. The results showed that the leadership style is important in meeting with people who are exposed or have been exposed to threats and domestic violence. Furthermore, it emerged that nine out of ten managers lack routines regarding support for employees who are exposed to domestic violence. Some factors that appeared in the study were a fear of asking about domestic violence, a lack of knowledge, and insufficient resources. Another factor that appeared was that all participants have both a willingness and commitment to raise questions about threats and domestic violence in conversations with employees. The results show that the managers experienced a lack of knowledge and resources within the operations regarding the issue of domestic violence. The results of the study indicate that there are opportunities for improvement and that this issue should be a higher priority within the municipal health and care system.

The study employed a quantitative research method, which is descriptive in nature, to determine the role of Human Resource Management in supporting the strategic objectives of the Department of Environmental Affairs. This interest was explored with particular reference to the Environmental Programmes branch of the Department of Environmental Affairs. Data was gathered from senior, middle and junior managers through self-administered questionnaires and it was then analysed using statistical methods and graphs. The findings reveal that the role of Human Resource Management in supporting the strategic objectives of the Department of Environmental Affairs is not efficiently elevated or viewed to have any influence on the desired goals of the Department of Environmental Affairs. As a result, the Human Resource Management component is not considered a strategic partner. Furthermore, the senior, middle and junior managers know very little about the Human Resource Management strategy and there exists a lack of emphasis on the development and implementation of joint strategic human resource management plans between the managers and the Human Resource Management component. / Public Administration / M.P.A.

This thesis examines first-line managers' perceptions about their organizational prerequisites for trust-based governance and management through a case study within the municipality of Norrköping, focusing on the public home care organization. A qualitative research design was used in the thesis based on first-line managers perceptions of the organizational prerequisites for an ideal trust-based governance and management. The material has been analyzed through an ideal-type analysis based on central elements within the governing principles of market, bureaucracy, and trust. An overall picture gives the impression that the organizational prerequisites primarily is perceived as being well-functioning for the ideal of trust-based governance and management. It is also considered that certain organizational prerequisites are less well-functioning for the ideal. Furthermore, the thesis indicates certain organizational prerequisites which are seen as central to the ideal. This thesis provides some empirical evidence that a balance between the governing principles of market, bureaucracy, and trust is perceived as essential to achieve the ideal of trust-based governance and management in the given context. At the same time, the thesis indicates that a greater emphasis on trust as a governing principle is perceived as desirable to achieve the optimal balance for the ideal in the given context. In addition, the study depicts that there is some path dependence that affects the view of the organizational prerequisites for an ideal trust-based governance and management in the managerial role. This means that a legacy of market-inspired and bureaucratic instruments is perceived to prevent the trust-based management philosophy from having a greater impact on the organization.