The field of work and employment is constantly undergoing changes. In order to help organizations to adjust to new conditions, different models for organizing have been developed. Many of these models are spread worldwide, due to the need for organizations to meet demands of flexibility and efficiency. In this study, a small number of models, which contains solutions of how to organize work in Human Resources, have been selected. The author and scientist Dave Ulrich, who has had a large influence on the development of the work in Human Resources, originally founded these models. The aim of this study was to examine how these models were functioning, in reference to the different departments of Human Resources labor within the township of Uppsala. Through interviews with seven HR employees and two HR executives we have examined how the models were implemented, how the models were functioning in a public organization and how this has affected the relationship between the different HR departments. The study shows that the work with HR has been made clearer for the employees since the models have been introduced. The division between strategic and operative tasks has been a central part of the new design, which has contributed to specialization among the HR employees. At the same time, a certain amount of confusion in the division of labor still exists. This partly seems to devolve upon the difficulty in transferring models that originally were constructed for private organizations into public organizations, together with a deficient introduction to the new models. In addition to this, the changes seem to have been lacking in acceptance among the employees when they were carried out.

Arbetslivet förändras och detta leder till förändringar av organisering och struktur inom organisationer. För att möta behov av flexibilitet, effektivitet och konkurrenskraft har nya sätt att organisera resulterat i nya ramar och strukturer för arbete med personalfrågor.  Dessa nya sätt att organisera har lett fram till nya roller och ansvarsfördelningar. I denna studie var syftet att skapa förståelse för hur HR- funktionens utformning påverkar chefers arbetssituation. Studien undersökte chefers upplevelser av HR-stödet i relation till arbetssituationen inom en organisation där HR-stödet bygger på ett service center, en expertenhet och HR business partners ute i verksamheten. Uppsatsen bygger på tio kvalitativa intervjuer med HR-medarbetare och chefer på Trafikverket. Studien visar att cheferna upplever ett tillfredställande HR-stöd från expertenheten och HR business partners. Samordningsproblem inom HR-funktionen ger dock effekter för både chefer och HR-medarbetare inom organisationen. En varierande chefsroll som innefattar både generella kunskaper om verksamheten, personalfrågor, administration i kombination med att vara ledare åskådliggörs i uppsatsen. / Work and employment often change, and this leads to transformations in the structure of organizations. To meet the demand for flexibility, efficiency, and competitiveness, new ways of organizing have resulted in new frameworks and structures for jobs in the field of human resources. These newly presented ways of organizing have led to shifting roles and distribution of responsibility. The purpose of this study is to create a wide understanding of how the organization of HR affects the work of managers. The study examines the experiences of managers with HR-support in relation to the current work situation within an organization where HR-support is based on a service center, a center of expertise, and HR business partners. Ten qualitative interviews with HR employees and managers at the governmental organization Trafikverket form the base of this study. The results show that HR-support, given by the center of expertise and business partners, is satisfying for managers.  However, issues of coordination within HR affect both managers as well as HR employees within the organization. A shifting role of the manager, which includes general knowledge of operations, questions of personnel, and administration in combination with being a leader, are illustrated in the study.