As a result of the increased flexibility of today’s jobs higher demands are being put on the individuals to on their own create a distinction between the different spheres of work and leisure. Free working conditions generate both possibilities and stress for the employees. This essay examines and analyses the impacts and consequences of boundless labor. The purpose is to study how HR-Managers perceive boundless work and its effects. The issues this essay is based upon examines HR-Managers demarcation between leisure and work, and also on their experience of how leisure, close relatives and well-being is affected by boundless work. Previous research regarding the subject has shown that the transition between work and leisure is very significant to avoid the boundaries of both work and leisure to collide, something that is very common when you work from home. The evolution of technology has made it possible to be connected and available around the clock, this is also the biggest factor to why work in today’s society is portable. The flexibility creates an unhealthy stress among the employees. This study, which is based on seven interviews with different HR-Managers, shows that the effects of boundless work is individual, but that it is also influenced by the culture of the workplace and their own spatial arrangement. The study also shows that boundless work primarily has a negative effect on the human well-being and that it is often through the stress of high workload this occurs. When it comes to the impact on leisure, it is clear that the family is prioritized before the individuals own private interests. / I och med ökad flexibilitet i dagens arbeten ställs högre krav på individen att på egen handskapa åtskillnad mellan de olika sfärerna arbetsliv och fritid. Fria arbetsvillkor genererar i sin tur både möjligheter och belastningar för medarbetarna. I den här uppsatsen undersöks effekterna av det gränslösa arbetet. Syftet är att studera hur HR-chefer hanterar gränslöst arbete samt hur de upplever att det påverkar det har på det övriga livet. De frågeställningar uppsatsen utgår ifrån undersöker HR-chefers gränsdragning mellan fritid och arbete samt hur de upplever att fritid, nära anhöriga och välmående påverkas av gränslöst arbete. Tidigare forskning om ämnet visar att skiftet mellan sfärerna arbete och fritid är av stor vikt för att undvika flytande gränser, vilket lätt uppkommer i samband med arbete i hemmet. Tekniken, som gör det möjligt att vara uppkopplad och tillgänglig dygnet runt, är den största bidragande faktorn till att arbetet idag är bärbart. Flexibiliteten skapar således en ohälsosam stress hos medarbetare. Denna studie, som baseras på sju kvalitativa intervjuer med HR-chefer, påvisar att det gränslösa arbetets påverkan på det övriga livet är individuellt, men att det influeras av såväl kulturen på arbetsplatsen som egna rumsliga arrangemang. Studien visar också att det gränslösa arbetet till största del påverkar välmåendet negativt och ofta via stress då arbetsbelastningen generellt är hög. När det gäller inverkan på fritiden är det tydligt att egentiden väljs bort före familjen.

<p>The research area of recruitment utility analysis (RUA) models has</p><p>been somewhat unexplored for decades, and has earlier been reduced</p><p>to simplified mathematic formulas measuring only dollar term value.</p><p>The need for more dynamic models and theories surrounding the area</p><p>has been voiced numerous times, yet little has been done. The purpose</p><p>of this study was to highlight this need to encourage to further</p><p>research, and to examine the managerial perspective on RUA from a</p><p>semi explorative perspective. Eight interviews were conducted where</p><p>the managers received questions concerning the recruitment process</p><p>and the method used to conduct RUA. The results of this study</p><p>indicate somewhat unimpressed attitudes toward the added value of</p><p>conducting RUA. The reasons for not conducting</p><p>RUA were found to be due to time constraint, lack of skills and</p><p>managerial support. The majority of the RUA was found to be reactive</p><p>and based on gut feeling implying a need for proactive RUA hence</p><p>ensuring the value of the recruitment process.</p>

The research area of recruitment utility analysis (RUA) models has been somewhat unexplored for decades, and has earlier been reduced to simplified mathematic formulas measuring only dollar term value. The need for more dynamic models and theories surrounding the area has been voiced numerous times, yet little has been done. The purpose of this study was to highlight this need to encourage to further research, and to examine the managerial perspective on RUA from a semi explorative perspective. Eight interviews were conducted where the managers received questions concerning the recruitment process and the method used to conduct RUA. The results of this study indicate somewhat unimpressed attitudes toward the added value of conducting RUA. The reasons for not conducting RUA were found to be due to time constraint, lack of skills and managerial support. The majority of the RUA was found to be reactive and based on gut feeling implying a need for proactive RUA hence ensuring the value of the recruitment process.

Flexible work and remote work are new ways of working whose usage has increased during and after the Covid-19 pandemic. This Challenges the traditional ways of working on-site, by offering a new social reality in workplaces and organizations. HR-personnel have a significant responsibility to ensure the well-being of employees and the organization, with HR-managers having the ultimate responsibility. The purpose of this study is to understand how HR-managers view flexible work and remote work and how they think it will evolve. The study is based on a qualitative method with an abductive data analysis. The results of the study is based on semi-structured interviews with HR-managers in companies primarily engaged in administrative operations. The theoretical framework of the study is based on Anthony Giddens’ theory of modernity, incorporating concepts like the separation of time and space, disembedding, expert systems and ontological security. The study’s results suggest that HR-managers see the use of flexible work and remote work as advantageous for organizations. The study’s result further suggests that HR-managers believe flexible work and remote work are here to stay, but require further development to function optimally. The study also reveals a possibility for organizations to become even more boundary-crossing with the potential to recruit and collaborate across time and space. / Flexibelt arbete och distansarbete är nya arbetssätt vars användning har ökat under och efter Covid-19 pandemin. Detta utmanar de traditionella arbetssätten som sker på plats, genom att erbjuda en ny social verklighet på arbetsplatser och organisationer. HR-personal har här ett stort ansvar i att se till arbetstagares och organisationens bästa, där HR-chefer har det yttersta ansvaret. Syftet med denna studie är att förstå hur HR-chefer ser på flexibelt arbete och distansarbete och hur de tror det kommer att utvecklas. Studien utgår från en kvalitativ metod, med en abduktiv dataanalys. Resultatet av studien baseras på semistrukturerade intervjuer med HR-chefer inom företag vars verksamhet är främst administrativ. Studiens teoretiska ramverk baseras på Anthony Giddens modernitetsteori, med begreppen åtskiljandet av tid och rum, urbäddning, expertsystem och ontologisk trygghet. Studiens resultat tyder på att HR-chefer ser användningen av flexibelt arbete och distansarbete som fördelaktigt för organisationer. Studiens resultat tyder vidare på att HR-chefer anser att flexibelt arbete och distansarbete är här för att stanna, men att det krävs ytterligare utveckling för att fungera optimalt. Studien visar även att det finns en möjlighet för organisationer att bli ännu mer gränsöverskridande med möjlighet att rekrytera och samarbeta över tid och rum.

Submitted by Celso Magalhaes (celsomagalhaes@ufrrj.br) on 2018-09-19T16:40:07Z No. of bitstreams: 1 2017 - Joice de Oliveira Epif?nio da Silva.pdf: 1763397 bytes, checksum: 44313e9004a2f56196454eef89822e7d (MD5) / Made available in DSpace on 2018-09-19T16:40:07Z (GMT). No. of bitstreams: 1 2017 - Joice de Oliveira Epif?nio da Silva.pdf: 1763397 bytes, checksum: 44313e9004a2f56196454eef89822e7d (MD5) Previous issue date: 2017-07-11 / Coordena??o de Aperfei?oamento de Pessoal de N?vel Superior - CAPES / Law No. 8213/91, known as the Quota Law was formulated as a tool to implement the National Policy on Employment Dues for Persons with Disabilities. This law today is one of the main means for the insertion of PCDs (Persons with Disabilities) into the labor market. However, the implementation of this law occurs in the face of some difficulties, such as accessibility, for example, in addition to prejudice regarding PCDs in the social environment, which ultimately interferes with its effectiveness. The purpose of this paper is to understand the meanings attributed to the Quota Law by HR Managers who act or have acted in organizations that apply the Quota Law. In order to achieve this goal, nine interviews were conducted, of which eight interviews were conducted with managers, some of whom were in full exercise until the date of the interview, and others who had recently left the organization in which they performed HR functions, and was also interviewed the coordinator of the State Nucleus for Assistance to the Disabled (NEAD). Besides the interviews, this work made use of the technique of observation and the analysis of the collected material occurred through the Nuclei of Meaning. The results show that the managers interviewed still perceive the Quota Law as a merely punitive Law, however, they understand the Quota Law also, as an important one, if not unique, tool for the insertion of PCDs into the labor market. With this, it can be said that the meanings that managers attribute to the Quota Law are loaded with prejudice and the way the Quota Law is signified by these managers reflects in the way they execute this Law, and it can be affirmed that the issue is cultural. / A lei n? 8213/91, conhecida como Lei de Cotas foi formulada como ferramenta para implementar a Pol?tica Nacional de Cotas Empregat?cias para Portadores de Defici?ncia. Esta lei hoje ? um dos principais meios para a inser??o das PCDs (Pessoas com Defici?ncia) no mercado de trabalho. Contudo, a implementa??o desta lei ocorre diante de algumas dificuldades, como a acessibilidade, por exemplo, al?m do preconceito no que tange ?s PCDs no meio social, o que acaba interferindo na efetividade da mesma. Este trabalho tem como objetivo, compreender os sentidos atribu?dos ? Lei de Cotas pelos Gestores de RH que atuam, ou atuaram, em organiza??es que se aplica a Lei de Cotas. Para atingir este objetivo foram realizadas nove entrevistas, sendo oito entrevistas realizadas com gestores, dos quais alguns estavam em pleno exerc?cio da fun??o at? a data da entrevista e outros que haviam sa?do recentemente da organiza??o em que exercia a fun??o de gestor de RH, e ainda, foi entrevistada a coordenadora do N?cleo Estadual de Atendimento ao Deficiente (NEAD). Al?m das entrevistas este trabalho fez uso da t?cnica de observa??o e a an?lise do material levantado ocorreu por meio dos N?cleos de Significa??o. Os resultados mostram que os gestores entrevistados ainda percebem a Lei de Cotas como uma Lei meramente punitiva, entretanto, entendem a Lei de Cotas tamb?m, como uma importante, sen?o ?nica, ferramenta para a inser??o das PCDs no mercado de trabalho. Com isso, pode-se afirmar que os sentidos que os gestores atribuem a Lei de Cotas s?o carregados de preconceito e a forma como a Lei de Cotas ? significada por esses gestores reflete na forma como executam essa Lei, e ainda, pode-se afirmar que a quest?o ? cultural

Fler och fler personer arbetar på distans, i synnerhet efter covid-19 pandemin. Denna kvalitativa studie belyser HR-chefers upplevelser av distansarbetets konsekvenser för work/life balance, eftersom det inte finns tillräckligt med forskning inom detta område. Frågeställningen lyder: Hur upplever HR-chefer att distansarbete påverkar balansen mellan arbetsliv och privatliv? För att få svar på frågeställningen har semistrukturerade intervjuer genomförts med tio HR-chefer. Resultatet presenteras i form av teman och underteman med tillhörande analys. I analysen har respondenternas utsagor jämförts med tidigare forskning och Sue Campbell Clarks work/family border theory, som utgör studiens ramverk. De huvudteman som identifierades genom tematisk analys är gränssättning, struktur, flexibilitet och arbetstid. Upplevelsen av distansarbetets effekter på balansen mellan arbete och privatliv är delad. För vissa är distansarbete något som underlättar vardagen och som leder till ökade möjligheter att kombinera arbete och privatliv, medan andra har svårigheter att sätta gränser mellan de båda domänerna, vilket påverkar deras välbefinnande negativt. Personliga förutsättningar såsom boende, familjesituation och personlighet verkar ha betydelse för hur väl man trivs och kan anpassa sitt liv efter distansarbete. / People are working remotely to a greater extent, especially after the covid-19 pandemic. This qualitative study sheds light on HR managers' experiences of the consequences of telework for work/life balance, as there is not enough research on this. The research question is: How do HR managers experience that telework affects the balance between work and private life? To answer this question, semi-structured interviews were conducted with ten HR managers. The results are presented in the form of themes and sub-themes with an associated analysis. In the analysis, the respondents' statements have been compared with previous research and Sue Campbell Clark's work/family border theory, which constitutes the framework of the study. The main themes identified through thematic analysis are boundaries, structure, flexibility and working hours. The experience of the effects of telework on the balance between work and private life is divided. For some, teleworking is something that facilitates everyday life and leads to increased opportunities to combine work and private life, while others have difficulty setting boundaries between the two domains, which negatively affects their well-being. Personal conditions such as housing, family situation and personality seem to be important for how well you feel comfortable and can adapt your life to teleworking.

Occupational roles are constantly changing in today's society. Corporate Sustainability Reporting Directive (CSRD) is a new EU directive that sets requirements for companies sustainability reporting, which may change the occupational role of HR managers. The aim of the study is to investigate if, and in that case, what changes in the occupational role the implementation of CSRD has led to in terms of tasks and role expectations and whether it has resulted in a changed role identity . In order to study whether there has been a change in the occupational role of HR managers, qualitative interviews have been conducted. The theoretical framework is based on the concepts: tasks, role expectations and role identity. The study's results show that the occupational role of HR managers has changed in some respects. A few new aspects have been added to the existing role, but the occupational role has not changed into a completely new role. The results also show that the changed occupational role has not lead to a changed identity. / Yrkesroller förändras ständigt i dagens samhälle. Corporate Sustainability Reporting Directive (CSRD) är ett nytt EU-direktiv som ställer krav på företags hållbarhetsrapportering vilket kan förändra HR-chefernas yrkesroll. Syftet med studien är att undersöka om och i så fall vad implementeringen av CSRD har lett till för förändringar i HR-chefers yrkesroll gällande uppgifter och rollförväntningar och om det resulterat i en förändrad rollidentitet. För att studera om det har skett en förändring av HR-chefers yrkesroll har kvalitativa intervjuer genomförts. Den teoretiska referensramen baseras på begreppen: uppgifter, rollförväntningar och rollidentitet. Studiens resultat visar att HR-chefers yrkesroll har förändrats i vissa avseenden. Yrkesrollen har inte förändrats till en helt ny roll utan det har tillkommit vissa nya aspekter till den befintliga rollen. Resultatet visar även att förändringen av yrkesrollen inte lett till en förändrad identitet.

Kandidatuppsats i Företagsekonomi III, Organisation 15 hp, 2FE78E, Ekonomihögskolan vid Linnéuniversitetet i Kalmar. VT 2023. Titel: HR-paradoxen: Att arbeta med mänskliga resurser som inte är på plats. Författare: Kajsa Roos och Petra Ruzsa-Pal Lärosäte: Linnéuniversitetet Ämne: Organisation Handledare: Iva Josefsson Examinator: Mikael Lundgren  Problemformuleringar: Hur uppfattar HR-medarbetare att deras yrke förändrats, vad gäller arbete med organisationskultur och gemenskap, i och med det ökande distans- och hybridarbetet?  Hur kan HR-medarbetare arbeta för att skapa och upprätthålla gemenskap och en gynnsam organisationskultur vid distans- och hybridarbete? Syfte: Syftet med studien är att ge en bild av hur HR-yrket förändrats i och med det ökande distans- och hybridarbetet samt att redogöra för hur HR-ansvariga kan arbeta med att skapa och upprätthålla gemenskap och en positiv organisationskultur i en tid präglad av distans- och hybridarbete.  Metod: Studien följer en induktiv ansats som bygger på en kvalitativ forskningsstrategi där studiens empiri samlats in genom nio intervjuer förlagda på åtta olika organisationer med hjälp av semistrukturerade frågor. Empirin har senare analyserats, tolkats och kategoriserats.  Slutsats: Utifrån studien går det att se att HR-medarbetare behöver tänka och agera på ett annat sätt än tidigare, gällande både aktiviteter, rekrytering och relationsbyggande. Den främsta skillnaden är att de fysiska träffarna och relationerna hamnat i bakgrunden, därför behöver HR-medarbetare arbeta för att skapa nya arenor där dessa möten kan uppstå. Studien visar vidare att det är fördelaktigt att lägga ner mer tid och planering på aktiviteter som ämnar ersätta fysiska aktiviteter. Att vidare involvera personalen i viktiga beslut skapar ett bättre klimat och kultur, som präglas av tillit, fria val och god kommunikation. / Bachelor thesis Business Administration III, Organization 15 credits, 2FE78E, School of Economics at Linnaeus University of Kalmar. Spring 2023. Title: The HR-Paradox: Working with human resources that are not present in the workplace Authors: Kajsa Roos and Petra Ruzsa-Pal Institution: Linnaeus University Subject: Organization Advisor: Iva Josefsson Examiner: Mikael Lundgren   Research questions: How do HR-employees perceive that their profession has changed, in terms of working with organizational culture and a sense of community, in relation to the increased occurrence of remote- and hybrid work? How can HR-employees work to create and maintain a favorable organizational culture and a sense of community in remote- and hybrid work? Purpose: The aim of this study is to present a picture of how the HR-profession has changed due to the increasing distance- and hybrid work and to explain how strategic HR-employees can work to create and maintain a sense of community and togetherness as well as a positive organizational culture in a time embossed by distance- and hybrid work. Method: This study follows an inductive approach based on a qualitative research strategy, where the study's empirical data has been collected though nine interviews held at eight different organizations, using semi-structured interview questions. The empirical material has later been analyzed and categorized.  Conclusion: Based on this study, we can see that HR-employees need to think and act in a different way than before, regarding both activities, recruitment and relationship building. The main difference has been that the physical meetings and relationships have fallen into the background, therefore HR-employees need to create new arenas where such meetings can occur. The study further shows that it is beneficial to spend more time and planning on activities that replace physical activities. Furthermore, involving the staff in important decisions creates a better climate and culture and should be characterized by trust and good communication.