Kemikalier hanteras i det dagliga arbetet ombord. Syftet med den här studien var att ta reda på hur kemikalier hanteras ombord på en svensk passagerarfärja. Frågeställningarna koncentrerades på produkt- och metodval, kommunikation och tillämpning av rutiner och instruktioner samt riskmedvetenhet hos besättningen. Studien genomfördes som en enfallsstudie och bestod av dokumentanalyser, observationer och intervjuer med besättningsmedlemmar. Resultatet visar att informanterna på däcks- och maskinavdelningarna hade stora möjligheter att påverka arbetssituationen vad gäller hantering av kemikalier till skillnad från informanten på intendenturavdelningen som enbart hade begränsad möjlighet att påverka. En god kännedom om säkerhetsdatablad fanns hos samtliga informanter, liksom en hög riskmedvetenhet. Den personliga skyddsutrustningen prioriterades högt och sågs som en viktig del för att minska riskerna med kemikaliehanteringen. Den slutsats som drogs var att det praktiska arbetet med kemikalier ombord fungerade tillfredsställande, men dokumentationen kan förbättras i form av tydligare instruktioner och utförligare information. / Chemicals are a part of the daily work on board. The purpose of this study was to find out about the handling of chemicals on board a Swedish passenger ferry. The research questions were focused on choice of products and methods, communication and application of routines and instructions and risk awareness among the crew members. The study was carried out as a single-case study and consisted of analysis of documents, observations and interviews with crew members. The results show that the informants on the deck and engine departments had ample opportunity to influence the working situation in regards to handling of chemicals. The informant from the service department had limited ability to influence. All informants had a good knowledge about material safety data sheets and a high awareness about risks with chemicals. The personal protective equipment was highly prioritized and regarded as a vital part to minimize the risks with chemical handling. The conclusion drawn was that the practical work with chemicals on board functioned satisfactorily, but the documentation could be improved in terms of clearer instructions and more detailed information.

In today’s working life both the physical and the psychosocial aspects has to be considered when examining the work environment. The psychosocial working environment is of great relevance because it illuminates the individual's perception and experience of relationships and phenomena at work. This essay aims to investigate, describe and analyze the obligation an employer has to pursue in order to tackle high short- term sickness absence and at the same time manage the psychosocial work environment at the workplace. Furthermore, the purpose of this study is to acknowledge the European legislation on this subject matter in order to broaden the understanding of the comprehensiveness of the term psychosocial work environment and how applicable laws and guidelines apply in working life. The legal methodology has been used in order to answer the questions of this essay. The social perspective worked as a complement to the legal method in order to observe new problems and conduct more information in how to confront this issue at small scale enterprises. In conclusion this study deals with a complex situation where every case is unique. It is not possible to prevent all short-term sickness absence, but with the right preconditions and external assistance, employers can handle it without neglecting the psychosocial work environment. By securing a good psychosocial work environment even the smallest enterprises might be able to handle short- term sickness absence.

Bakgrund: Enligt svensk lagstiftning ska alla arbetsgivare bedriva ett systematiskt arbetsmiljöarbete (SAM). Även om majoriteten av arbetsgivare anser att de följer lagens krav, visar såväl arbetsmiljöverkets statistik som empiriska undersökningar att detta inte alltid är fallet. Brist på tid, pengar och kunskap är de främsta förklaringarna till företagares oförmåga att bedriva ett fungerande SAM. Speciellt småföretagen har det svårt att uppfylla kraven. Vissa företag lyckas dock ovanligt bra med SAM, men om dessa goda exempel finns det lite forskning. Syfte: Studiens syfte var att undersöka och beskriva arbetsmiljöansvarigas attityder till systematiskt arbetsmiljöarbete (SAM), på företag som bedriver ett fungerande SAM. Metod: Studien tillämpade en kvalitativ tvärsnittdesign. Semi-strukturerade intervjuer genomfördes med sex arbetsmiljöansvariga från fyra småföretag (<50 anställda). Datamaterialet analyserades genom metoden kvalitativ innehållsanalys. Resultat och slutsats: Undersökningen resulterade i huvudtemat att ett systematiskt arbetsmiljöarbete är en investering som ger många fördelar för företaget och anställda, men kräver anpassning efter företagets upplevda behov. Huvudtemat konstruerades utifrån fem identifierade sub-kategorier: ”SAM skapar en god image”, ”SAM är en konkurrensfaktor”, ”SAM är lönsamt för företaget och de anställda”, ”SAM är en dyr och tidskrävande investering” och ”SAM kan och måste anpassas till den egna verksamhetens behov”. Studiens slutsats var att de arbetsmiljöansvarigas attityder till SAM präglas av att det ger positiva effekter framförallt för företaget och även för de anställda. För att det ska fungera måste det anpassas till de egna företagets upplevda behov. Uppfattas behovet vara att förbättra arbetsmiljön anpassas SAM därefter, så att det blir en del av kvalitetsstyrningen. Uppfattas behovet framförallt vara att ge en god image och öka konkurrenskraften anpassas SAM så att kraven uppfylls, men attityden är att det egentligen inte är nödvändigt då den egna arbetsmiljön uppfattas som väldigt bra. / Background: According to Swedish legislation, all employers must conduct a systematic work environment management (SAM). Although most employers consider that they comply with the law's requirements, both statistics from the Swedish Work Environment Authority and empirical studies show that this is not always the case. Lack of time, money and knowledge are the most common explanations for entrepreneurs' inability to conduct a functioning SAM. Especially the small businesses have problems to meet the requirements. However, some companies are doing very well with SAM, but for those good examples there is little research. Purpose: The purpose of the study was to investigate and describe the attitudes of work environment managers, to systematic work environment management (SAM), on companies operating a functioning SAM. Method: The study applied a qualitative cross-sectional design. Semi-structured interviews were conducted with six work environment managers from four small businesses (<50 employees). The data was analyzed by qualitative content analysis. Result and conclusion: The study resulted in the main theme that systematic work environment work is an investment that provides many benefits for the company and employees, but requires adaptation to the company's perceived needs. The main theme was constructed from five identified sub-categories: "SAM creates a good image", "SAM is a competitive factor", "SAM is profitable for the company and employees", "SAM is an expensive and time-consuming investment" and "SAM can and Must be adapted to the company needs". The study concluded that the attitudes of the work environment managers to SAM are characterized by positive effects primarily for the company but also for the employees. For SAM to work, it must be adapted to the company perceived needs. If the perceived need is to improve the work environment, SAM is subsequently adapted to become part of quality management. If the need is seen above all to become a good image and to increase competitiveness, SAM is adapted to meet the requirements, but the attitude is that it is not necessary when the own working environment is perceived as very good.

The purpose of this study is to explore Swedish leaders in staffing agencies experiences, thoughts, and insights regarding the implementation of the legislative works around SAM (Systematic Work Environmental Management AFS 2001:1). In the context of SAM, the legislation entails a complex triangular relationship between the staffing agency, their customer, and the consultant. In this relationship the consultant finds themselves with two leaders, who must establish a cooperation across organisational borders to create a sufficient working environment. With an inductive approach to this phenomenon, three themes were derived from the conducted interviews: Risk for complacency, Tear in responsibility and Experiences of Shared Leadership. The findings displayed a risk for complacency for the respondents, as the comfort of long-term contracts and well-established routines diminished the incentive to conduct recurring risk assessments. The respondent’s detachment from the daily activities of the consultants resulted in a sense of deflection of the daily responsibilities on the customer and consultants. Finally, the theoretical notion of shared leadership offered some insight in the dual managerial position that is created in the context of working environment management in the staffing industry. This relation was explored through an inter-organisational perspective.

Verksamheter som bedriver effektivt Systematiskt Arbetsmiljöarbete (SAM) har visats ha friskare och nöjdare arbetstagare, bättre anseende, och större monetära framgångar, än verksamheter som inte gör det. Det saknas emellertid förståelse för vilka arbets- eller förhållningssätt som bidrar eller leder till att vissa verksamheter lyckas bedriva SAM effektivt. Hitintills har fallstudier fokuserat på hur SAM bedrivs i sin helhet eller på vilka brister som finns, oavsett om företaget bedriver SAM effektivt eller inte. Kort sagt saknas relevant underlag. I detta arbete studeras en verksamhet inom äldrevården (ett yrke med överlag bristande arbetsmiljö och stort behov av effektivt SAM) som bedriver effektivt SAM, i syfte att förstå hur och varför de har lyckats. Intervjuer utfördes med arbetstagare på alla nivåer för att få en insikt i vad deras yrkesroll innebär och hur det relaterar till SAM, varefter en analys av intervjumaterialet gjordes för att identifiera SAM-främjande arbetsmetoder och beteenden. Ur dessa utkristalliserades ett antal huvudkomponenter – nycklar till framgång. Nycklarna var (1) fokus på patientens välmående, (2) engagerat ledarskap, och (3) öppen kommunikation. Även om SAM ser olika ut i olika branscher och verksamheter, är nycklarna generella nog för att kunna ge arbetsgivare en ledtråd om vad de behöver arbeta med för att lyckas bättre med SAM. / Companies engaged in Systematic Work Environment Management (SWEM) have been shown to have healthier and more satisfied workers, better reputation, and greater monetary success than companies that do not. There is however a knowledge-gap about what approaches or attitudes companies with successful SWEM utilize, that lead to this success. Up to date, the focus of case studies have been how SAM as a whole is conducted in companies, or what flaws there are, regardless of the companies’ level of success. In short, there is a lack of relevant research. This work is a study of an eldercare unit (eldercare being a profession with over-all poor working environment) that conducts SWEM efficiently, the goal being to understand the reasons to their success. Employees of all levels were interviewed in order to gain insight into what type of work they do and how that relates to SWEM, after which an analysis of the interview-transcriptions was made to identify what practices and behaviours promote efficient SWEM. From these, a number of main components emerged – keys to success. The keys were (1) a focus on patient well-being, (2) keen leadership, and (3) open communication. Although work environment management may differ between different industries and companies, the keys are general enough to give employers a clue about what they need to work on in order to promote SWEM.

This thesis describes mature Multi Integrated Management System (MIMS), mainly within Swedish companies, certified against three or more certificates. Other criteria have been to have a business system, usually SAP R/3 and that the companies investigated have had more than 200 employees. The two main reasons to implement have been customer demands and company Group requirements. The most common standards, besides ISO 9001, ISO 14001 and AFS 2001:1/OHSAS 18001 (9K, 14K and 18K) are EMAS, FSC (wood, paper standard), PEFC (wood) with two cases. The following similarities describes the “Core in MIMS”, i.e. similarities between different standards. The most important parts are to have a policy, a manual and review. Policy Statement – 4.2 (14K and 18K) 5.3 (9K) Objectives - 4.3.3 (14K and 18K) 5.4.1 (9K) Resources, Roles, Responsibility and Authority – 4.4.1 (14K and 18K) 5.5.1 and 6.1 (9K) Documentation - 4.4.4 (14K and 18K) 4.2.1 (9K) Control of Documents – 4.4.5 (14K and 18K) 4.2.3 (9K) Control of Records – 4.5.3 (18K) 4.5.4 (14K) 4.2.4 (9K) Competence; Training and Awareness – 4.4.2 (14K) 6.2.2 (9K) Internal Audit – 4.5.4 (18K) 4.5.5 (14K) 8.2.2 (9K) Management Review – 4.6 (14K and 18K) 5.6 (9K) The most common approaches are that the Graphical User Interface is based on a “Manual” or the “Deming Wheel”, but there are also other examples. A general management system is described and there are examples of content in a manual. In 2007 focus seems to be on audits and implementation of new standards (mainly systematic work environment) and SOX is mentioned for the first time. In academic literature successful examples of integration of management systems, with Lean production are described. ISO 9001:2008 is now available, but there is not that dramatic changes from previous version, and all changes make the standard easier to integrate with other standards than ISO 9001:2000. / ZUSAMMENFASSUNG Diese Thesis behandelt ausgereifte, mehrfach integrierte Managementsysteme (Multi Integrated Management Systems, MIMS), hauptsächlich in schwedischen Unternehmen, die mindestens dreifach zertifiziert wurden. Andere Kriterien waren dass die Unternehmen ein Business-System haben, in der Regel SAP R / 3, und dass die betrachteten Unternehmen mehr als 200 Mitarbeiter haben. Die zwei wichtigsten Gründe für die Einführung von Managementsystemen waren Kundenwünsche und Anforderungen des eigenen Konzerns. Die am häufigsten verwendeten Standards, neben der ISO 9001, ISO 14001 und AFS 2001:1 / OHSAS 18001 (9K, 14K und 18K), sind EMAS, FSC (Holz-, Papier-Standard) und PEFC (Holz), mit je zwei Fällen. Die folgenden Gemeinsamkeiten machen den "Kern der MIMS" aus, dh. Berührungspunkte zwischen den verschiedenen Standards. Die wichtigsten Aspekte sind Policy, Handbücher und Revisionen. • Ausgesprochene Policy – 4.2 (14K und 18K) 5.3 (9K) • Ziele - 4.3.3 (14K und 18K) 5.4.1 (9K) • Ressourcen, Rollen, Verantwortung und Befugnisse - 4.4.1 (14K und 18K) 5.5.1 und 6.1 (9K) • Dokumentation - 4.4.4 (14K und 18K) 4.2.1 (9K) • Dokumentensteuerung - 4.4.5 (14K und 18K) 4.2.3 (9K) • Datensteuerung - 4.5.3 (18K) 4.5.4 (14K) 4.2.4 (9K) • Kompetenz, Schulung und Aufmerksamkeit - 4.4.2 (14K) 6.2.2 (9K) • Internationale Audits - 4.5.4 (18K) 4.5.5 (14K) 8.2.2 (9K) • Management Revision - 4,6 (14K und 18K) 5.6 (9K) Die am häufigsten anzutreffenden Ansätze sind, dass das Graphical User Interface auf einem "Handbuch“ basiert, oder auf dem "Deming-Kreis", aber es gibt auch andere Beispiele. Ein generelles Managementsystem wird beschrieben und es gibt Beispiele vom Inhalt eines Handbuches. Im Jahr 2008 scheint der Fokus auf Audits und Entwicklung neuer Standards zu liegen (vor allem systematisches Arbeitsmanagement) und SOX wird zum ersten Mal erwähnt. In der akademischen Literatur werden erfolgreiche Beispiele der Integration von Management-Systemen mit Lean Production Beschrieben. Die ISO 9001:2008 ist jetzt zugänglich, aber ohne grosse Veränderungen im Vergleich zu älteren Versionen, und alle Veränderungen machen es leichter diesen Standard mit anderen Standards als den ISO 9001:2000 integrieren. Schlüsselwörter: Management-Systeme, Integriertes Management, Multi, Integration, Qualität, Umwelt, systematische Umweltarbeit, ISO 9001, ISO 14001, AFS 2001:1 und OHSAS 18001.

This study intends to shine a light on the psychological phenomenon that is the imposter syndrome, and the role that the employer and human resource departments play in this condition. Based on theories and previous research about learning, competence, leadership and human resources we’ve intended to examine how employers need to consider the Swedish work environment law when handling employees with critical self-doubt in work-related situations. We’ve investigated which work-related situations the study's interview participants experience self-doubt and insecurity, by conducting qualitative interviews. Using their stories, the study has achieved a result that shows a correlation between the importance of genuine feedback, transparent communication, healthy organizational culture and the handling of work-related self-doubt. / Studien avser undersöka det psykologiska fenomenet bluffsyndromet och arbetsgivarens roll ihanteringen av dess symptom i det systematiska arbetsmiljöarbetet. Utifrån teorier och tidigareforskning om bluffsyndromet, lärandets processer, kompetens, HR och ledarskap. Teorierna och dentidigare forskningen har ställts i relation till arbetsmiljölagen och det systematiska arbetsmiljöarbetetför att undersöka HR:s roll i frågan. Med hjälp av kvalitativa intervjuer har det undersökts i vilkaarbetsrelaterade situationer studiens intervjudeltagare upplever självtvivel och osäkerhet. Med hjälp avderas berättelser har studien uppnått ett resultat som visar korrelation mellan vikten av genuinfeedback, transparent kommunikation, sund organisationskultur och hanteringen av arbetsrelateratsjälvtvivel.

In Sweden, all employers are obligated to provide occupational health services that prevent and eliminate health risks in the workplace. Risk assessment is one of the recommended procedures of systematic work environment management that employers shall conduct to investigate the occurrence of workplace risks. However, implementation of systematic risk management tools might be challenging for employers because it requires certain organizational preconditions such as enough OHS skills, resources, management commitment or a good workplace climate because these preconditions might facilitate or hinder the implementation. To support the implementation of risk management tools, the organizational readiness for change can be assessed. This master's thesis was written in collaboration with LKAB, the Swedish company operating in the mining industry. Specifically, the aim was to assess the organizational readiness of the worksite LKAB Malmberget for initiating the implementation of the RAMP risk assessment tool. The organizational readiness was evaluated based on the modified theoretical model which was created by combining existing theoretical concepts about organizational readiness for change together with the findings from the empirical pre-study conducted with two ergonomists who worked with the RAMP tool implementation in the Swedish company Scania. The research method was a case study, the data were collected by semi-structured interviews and analysed through directed qualitative content analysis. The evaluation resulted in the identification of facilitating and hindering aspects of organizational readiness. The organizational facilitating factors for RAMP tool implementation were identified as - sufficient organizational resources for work environment activities; high management commitment to improving work environment; good organizational climate for employees' participation in work environment routines; well-integrated technological system for risk reporting; and workers' positive experience with previously done work environment changes. The organizational hindering aspects for RAMP tool implementation were identified as - the prevalence of reactive approach in the systematic work environment management; lack of usage of standardized risk assessment tools, lack of OHS expertise in the execution of the work environment routines; ergonomics was not integrated into the work environment management; top management's tendency to support work environment interventions with clear benefits and timelines. Finally, the evaluation of organizational readiness resulted in the development of practical recommendations for the worksite which could be supported and initiated for the RAMP tool implementation.

Studiens syfte är att beskriva hur ett systematiskt arbetsmiljöarbete kan bedrivas effektivt så att det bidrar till en bra arbetsmiljö. Tidigare forskning lyfter bland annat ledarskapets betydelse och vikten av att involvera medarbetarna i arbetsmiljöarbetet. Forskningen visar också att det hårda och tekniska delarna ofta prioriteras före de psykosociala bitarna. Det empiriska materialet insamlades genom en metodtriangulering bestående av en fokusgruppsintervju och en enkätundersökning på ett företag i Sverige. Resultatet visar att respondenterna lyfter flera olika delar som viktiga för att kunna bedriva ett effektivt systematiskt arbetsmiljöarbete. Studien utmynnade i slutsatserna att SAM kan bedrivas effektivt om det finns ett helhetstänk där alla delar i arbetsmiljön är viktiga. Det har visat sig att den psykosociala arbetsmiljön är svårare att behandla än den fysiska arbetsmiljön. Ledarskapet är en del som har visat sig vara av betydelse för hur arbetsmiljöarbetet lyckas, dessutom lyfts den ekonomiska aspekten som viktig för möjligheten att kunna bedriva ett effektivt SAM. / The purpose of this study is to describe how a systematic work environmental management can be conducted effectively to contribute to a good work environment. Prior research enhances the importance of leadership and the necessity of involving the co-workers in the work environmental management. Research also shows that the hard and technical parts are often prioritized before the psychosocial part. The empirical material was gathered through a mixed method consisting of interviews of a focus group and a survey on a corporation in Sweden. The result shows that respondents raise several different parts as important in order to conduct effective systematic work environmental management. The study gave the conclusions that systematic work environmental management can be conducted effectively if there is a thought-through plan and commitment where all parts of the work environment are covered and taken with importance. It has been shown that the psychosocial work environment is more difficult to treat than the physical environment. Leadership is a part that has shown to be of importance on how the work environmental management will succeed and that the economic aspect is regarded as important for an effective systematic work environmental management.

This thesis focused on factors contributing to improved work environment in small-scale enterprises and sustainable health for the entrepreneurs. In Study I, implementation of the provision of Systematic Work Environment Management (SWEM) with and without support was investigated. Two implementation methods were used, supervised and network method. The effect of the project reached the employees faster in the enterprises with the supervised method. In general, the work environment improved in all enterprises. However, extensive support to small-scale enterprises in terms of advice and networking aimed at fulfilling SWEM regulations had limited effect – especially considering the cost of applying these methods. Studies II, III, and IV focused on entrepreneurs’ health, work conditions, strategies for maintaining good health, and utilisation of Occupational Health Service (OHS). A closed cohort of entrepreneurs in ten different trades responded to two self-administered questionnaires on health and work conditions, with five years between the surveys: at baseline, 496 entrepreneurs responded, and 251 entrepreneurs responded at follow-up. Differences were tested by Chi2-test, and associations estimated with logistic regression analyses. Qualitative interviews on entrepreneurs’ strategies for maintaining good health were included. In Study II, the most frequently reported complaints, musculoskeletal pain and mental health problems, were associated with poor job satisfaction and poor physical work environment. In Study III, consistent self-reported good health, i.e. good health both at baseline and at follow up, was associated with self-valued good social life when adjusted for physical work conditions and job satisfaction. Entrepreneurs’ strategies for maintaining good health included good planning and control over work, flexibility at work, good social contact with family, friends and other entrepreneurs, and regular physical exercise. Study IV concerned entrepreneur’s utilisation of OHS. Entrepreneurs affiliated to OHS had either better or more adverse work conditions than non-affiliated entrepreneurs. Medical care and health check-ups were the services most utilised. Affiliation to OHS correlated with use of specific information sources and active work environment management. The entrepreneurs were not consistently affiliated to OHS over the five-year-period.