Abstract Bakgrund & Problem: Bemanningsbranschens utveckling och etablering har ökat kraftigt de senaste decennierna då allt fler företag använder sig av inhyrd arbetskraft. Vi vet att bemanningsbranschen är en vanlig företeelse i dagens samhälle samt att branschen har goda förutsättningar då den växer kraftigt i Sverige. Vi anser därför att det är viktigt att veta varför organisationer hyr in personal istället för att rekrytera då vi anser att fenomenet bemanning och bemanningsföretag är väldigt aktuellt i dagsläget. Av dessa specifika anledningar väcktes vårt intresse för studiens ämne med förhoppningar om att komma fram till ett resultat som skiljer sig från presumerade antaganden. Syfte: Syftet med uppsatsen är att få en djupare förståelse kring varför företag väljer att hyra in extern personal istället för att rekrytera samt att belysa vilka fördelar och nackdelar det finns med att använda sig av extern personal. Vi vill även bidra med insikten i hur organisationer påverkas av den inhyrda personalen. Syftet är också att kunna ge vägledning och rekommendationer vid beaktande av beslut med att hyra in extern personal. Avgränsningar: Då det finns olika sätt för företag att hyra in extern personal så anser vi det viktigt att avgränsa området i vår riktning. Företag kan exempelvis använda sig av outsourcing, där man hyr in personal för att sköta delar av organisationen. Detta kommer vi dock avgränsa oss ifrån och istället inrikta oss på företag som väljer att hyra in personal till olika avdelningar i form av kollektivarbetare. Metod: Vi har i vårt uppsatsarbete utgått ifrån en induktiv ansats samt använt oss av en kvalitativ forskningsinriktning där undersökningen främst gjorts genom semistandardiserade intervjuer. Vi har intervjuat fyra personer från fyra olika företag: Lennart Rubenson (Sapa Profiler AB), Jimmie Hofacker (Norden Machinery AB), Tommy Bergström (A-lackering AB) och Anita Petersson (Oxhagshemmet). Slutsats: Vår slutsats kring varför företag väljer att hyra in personal istället för att rekrytera är att företagen vill vara flexibla till omvärldsförändringar, ha tillgång till rätt kompetens, täcka upp frånvaro vid t.ex. sjukdom och slutligen för att klara av produktionstoppar.

<p>Section 25-27, i.e. the rights of priority of the Employment Protection Act, is a form of post-employment protection which exists to support those employed on a part-time basis and former employees. When a vacancy arises an employer should first and foremost offer part-time employees employment at a higher level of occupation or offer employment to former employees. The various types of employment contracts, other than those valid for an indefinite term, have increased during the last decades on the Swedish labour market. Labour hire has become more common and therefore we find it interesting to investigate how the rights of priority apply.</p><p>The purpose of this thesis is to describe and analyze the law with regards to labour hire when people with rights of priority are available. We have formulated the following questions: what differentiates an employee and an assignee , to what extent is it possible to utilize labour hire rather than re-employ someone with rights of priority in accordance with Section 25 of the Employment Protection Act or offer a part-time employee employment at a higher level of occupation in accordance with Section 25a of the Employment Protection Act and are the possibilities for an employer in the public sector different from the possibilities for an employer in the private sector to utilize labour hire rather than re-employ someone with rights of priority in accordance with Section 25 of the Employment Protection Act or offer a part-time employee employment at a higher level of occupation in accordance with Section 25a of the Employment Protection Act?</p><p>There is no sole criterion that defines whether a person is an employee or an assignee. Instead, all existing circumstances in each particular case must be observed. However, there are two fundamental requirements that must be present in order for a person to be regarded as an employee. The first requirement is that the relationship between the two parties (the employer and the employee) is based on an agreement between the two. The second requirement is that the agreement has to encompass one party providing labour for the second. With this in mind, an employee in a labour hire organisation cannot be regarded as an employee in the company which has hired labour as in this case there is no contractual relationship between the employee and the company to whom the labour is provided.</p><p>For an employer to be looked upon as bypassing the rights of priority rules in a prohibited fashion a number of criteria must be fulfilled. Firstly, the employer must have disregarded the rights of priority and furthermore this act must be proved. Secondly, the employer must have consciously intended to do so. Ultimately, the action, with all specific circumstances taken into consideration, must be seen as tortious. There has been no ruling where labour hire has been determined as an act of prohibited bypassing of the rights of priority but the Labour Court has concluded that it cannot be excluded as a possibility. The rights of priority can only be applied when new staff are employed. Therefore, it is our opinion that an unlawful bypassing of the rights of priority rules could potentially occur when the hiring of an assignee is regarded as a new employment. For this to take place the “assignee” must be regarded as an employee. However, we find it difficult to see how hiring labour from a labour hire organization could be regarded as an unlawful bypassing of the rights of priority rules. Although the rights of priority differ in some ways for employees in the public sector we still consider that the possibility to utilize labour hire for employers in the public sector, when there are people with rights of priority available, is in principle unchanged in comparison to employers in the private sector.</p>

Section 25-27, i.e. the rights of priority of the Employment Protection Act, is a form of post-employment protection which exists to support those employed on a part-time basis and former employees. When a vacancy arises an employer should first and foremost offer part-time employees employment at a higher level of occupation or offer employment to former employees. The various types of employment contracts, other than those valid for an indefinite term, have increased during the last decades on the Swedish labour market. Labour hire has become more common and therefore we find it interesting to investigate how the rights of priority apply. The purpose of this thesis is to describe and analyze the law with regards to labour hire when people with rights of priority are available. We have formulated the following questions: what differentiates an employee and an assignee , to what extent is it possible to utilize labour hire rather than re-employ someone with rights of priority in accordance with Section 25 of the Employment Protection Act or offer a part-time employee employment at a higher level of occupation in accordance with Section 25a of the Employment Protection Act and are the possibilities for an employer in the public sector different from the possibilities for an employer in the private sector to utilize labour hire rather than re-employ someone with rights of priority in accordance with Section 25 of the Employment Protection Act or offer a part-time employee employment at a higher level of occupation in accordance with Section 25a of the Employment Protection Act? There is no sole criterion that defines whether a person is an employee or an assignee. Instead, all existing circumstances in each particular case must be observed. However, there are two fundamental requirements that must be present in order for a person to be regarded as an employee. The first requirement is that the relationship between the two parties (the employer and the employee) is based on an agreement between the two. The second requirement is that the agreement has to encompass one party providing labour for the second. With this in mind, an employee in a labour hire organisation cannot be regarded as an employee in the company which has hired labour as in this case there is no contractual relationship between the employee and the company to whom the labour is provided. For an employer to be looked upon as bypassing the rights of priority rules in a prohibited fashion a number of criteria must be fulfilled. Firstly, the employer must have disregarded the rights of priority and furthermore this act must be proved. Secondly, the employer must have consciously intended to do so. Ultimately, the action, with all specific circumstances taken into consideration, must be seen as tortious. There has been no ruling where labour hire has been determined as an act of prohibited bypassing of the rights of priority but the Labour Court has concluded that it cannot be excluded as a possibility. The rights of priority can only be applied when new staff are employed. Therefore, it is our opinion that an unlawful bypassing of the rights of priority rules could potentially occur when the hiring of an assignee is regarded as a new employment. For this to take place the “assignee” must be regarded as an employee. However, we find it difficult to see how hiring labour from a labour hire organization could be regarded as an unlawful bypassing of the rights of priority rules. Although the rights of priority differ in some ways for employees in the public sector we still consider that the possibility to utilize labour hire for employers in the public sector, when there are people with rights of priority available, is in principle unchanged in comparison to employers in the private sector.

<p>The use of temporary workers gives companies the opportunity to be flexible, by avoiding hiring and dismissing workers because of economic conditions and trends in demand. The management control in use at the company has the purpose of influencing employees’ behaviour to act in the company’s best interest and towards its goals. The management control should also influence the behaviour of the temporary worker. The companies have to create motivation and commitment among the temporary workers although they are employed by a staffing agency. We question whether companies that use temporary workers must control them in a different way than the way they control the employees.</p><p>The aim of this study was to analyse whether management control in companies is influenced by the fact that temporary workers are a part of the staff.</p><p>We chose to make an empirical study, based on eight qualitative interviews at three companies.</p><p>The result of the study shows that there are not many substantial differences in management control, even though one of the studied companies used a higher degree of action control toward the temporary workers. Temporary workers are generally controlled with the same types of control and controls as the employees. However, we have identified some differences in controlling temporary workers compared to controlling employees, but these differences have not influenced the outcome of the management control. On the other hand it seems that the control has partly become more difficult in a practical way for the managers. To manage these problems a high degree of social control has been necessary.</p> / <p>Att hyra in personal ger företag möjligheten att vara flexibla genom att slippa anställa och avskeda personal på grund av ekonomiska förutsättningar och efterfrågetrender. När en inhyrd kommer till ett företag ska den styrning som finns på företaget även påverka den inhyrda och dennes beteende så att han eller hon ska jobba mot företagets mål och för företagets bästa. För företaget som hyr in gäller det att skapa motivation och engagemang hos den inhyrda trots att denna person är anställd på ett bemanningsföretag. Vi frågar oss om ett företag som hyr in personal styr de inhyrda annorlunda än den fast anställda personalen?</p><p>Vårt syfte med denna studie var att analysera huruvida företags styrning påverkas då inhyrd personal ingår i personalstyrkan.</p><p>Studien är baserad på åtta kvalitativa intervjuer på tre fallföretag.</p><p>Vi har kommit fram till att skillnaderna i styrningen inte är särskilt stora, även om ett fallföretag tillämpade en högre grad handlingsstyrning gentemot de inhyrda. Inhyrd personal styrs överlag med samma styrformer och styrmedel som de fast anställda. Vi har dock identifierat vissa skillnader vid styrningen av inhyrda jämfört med styrning av fast anställda, som inte påverkat styrningens effekt. Däremot har styrningen delvis försvårats rent praktiskt för cheferna och för att komma tillrätta med problemen har en hög grad av social styrning varit nödvändig.</p>

The use of temporary workers gives companies the opportunity to be flexible, by avoiding hiring and dismissing workers because of economic conditions and trends in demand. The management control in use at the company has the purpose of influencing employees’ behaviour to act in the company’s best interest and towards its goals. The management control should also influence the behaviour of the temporary worker. The companies have to create motivation and commitment among the temporary workers although they are employed by a staffing agency. We question whether companies that use temporary workers must control them in a different way than the way they control the employees. The aim of this study was to analyse whether management control in companies is influenced by the fact that temporary workers are a part of the staff. We chose to make an empirical study, based on eight qualitative interviews at three companies. The result of the study shows that there are not many substantial differences in management control, even though one of the studied companies used a higher degree of action control toward the temporary workers. Temporary workers are generally controlled with the same types of control and controls as the employees. However, we have identified some differences in controlling temporary workers compared to controlling employees, but these differences have not influenced the outcome of the management control. On the other hand it seems that the control has partly become more difficult in a practical way for the managers. To manage these problems a high degree of social control has been necessary. / Att hyra in personal ger företag möjligheten att vara flexibla genom att slippa anställa och avskeda personal på grund av ekonomiska förutsättningar och efterfrågetrender. När en inhyrd kommer till ett företag ska den styrning som finns på företaget även påverka den inhyrda och dennes beteende så att han eller hon ska jobba mot företagets mål och för företagets bästa. För företaget som hyr in gäller det att skapa motivation och engagemang hos den inhyrda trots att denna person är anställd på ett bemanningsföretag. Vi frågar oss om ett företag som hyr in personal styr de inhyrda annorlunda än den fast anställda personalen? Vårt syfte med denna studie var att analysera huruvida företags styrning påverkas då inhyrd personal ingår i personalstyrkan. Studien är baserad på åtta kvalitativa intervjuer på tre fallföretag. Vi har kommit fram till att skillnaderna i styrningen inte är särskilt stora, även om ett fallföretag tillämpade en högre grad handlingsstyrning gentemot de inhyrda. Inhyrd personal styrs överlag med samma styrformer och styrmedel som de fast anställda. Vi har dock identifierat vissa skillnader vid styrningen av inhyrda jämfört med styrning av fast anställda, som inte påverkat styrningens effekt. Däremot har styrningen delvis försvårats rent praktiskt för cheferna och för att komma tillrätta med problemen har en hög grad av social styrning varit nödvändig.