In recent years, the staffing industry has developed in the Swedish labor market. It has become more and more common to work in the staffing industry and the there are now consultants in the most areas of today's labor market. Number of consultants has since 2009 double in Sweden. According to statistics from Almega, 250,000 people were employed in staffing companies 2017 (Almega, 2018; Almega, 2019). Therefore the purposes of this study is to investigate consultants experience of organizational commitment, both against the employer and the client company and also what factors may have affect this. The approach was a qualitative method, based on eight interviews with consultants made by a researcher from Mid Sweden University. The consultants worked for the same employer at different customer companies within industrial and administration industries. Five themes were found, "difference in working conditions between regular staff and hired consultants", "consultantsexperience of the staffing industry", "insecure employment conditions", "belonging" and"loyalty". The results of the study demonstrate that the consultants values social relations with colleagues and stable employment conditions. Many of the consultants considered themself to be a part of client company based on the social relations they created there. The ones who considered themself to be a part of their employment company tended to be a result of experienced difference between regular staff and the hired ones. Many of the interviewed consultants saw no future in the staffing industry as they valued a stable employment. / <p>2020-06-15</p>

No / The chapter explores the current landscape in the public sector, considering complications and constraints inherent in delivering service and performance improvement. Cost challenges are key factors for all departments, as are wider societal changes, and have led to changes to delivery models. UK government cuts have already been the biggest in the G7 group of major developed economies, and more are planned. Departmental structure, culture and behaviour as well as the scale of service delivery, present operational challenges not just internally but also to the consultants engaged to help. Consideration is also given to commercial constraints which govern the contracting process and how that in turn affects consultant:client interaction and outcomes. Taking into account the salient features which must be overcome, the chapter concludes by suggesting how the constraints and complications can be minimised or mitigated by adopting alternative approaches more attuned to operating within a public service environment.

No / The diversification of nursing and allied health profession (AHP) roles has seen unprecedented growth as organizations have sought to optimize limited health care resources. Within the UK health care system, the nonmedical consultant is viewed as the pinnacle of the clinical career ladder. Yet, nearly 15 years after their introduction, recruitment to these positions remains slow. Criticisms of nonmedical consultant practice include a lack of role clarity, a failure to work across the four domains of consultant practice, a lack of suitable applicants, and poor preparedness of new appointments. Although there is evidence exploring the nature and effectiveness of established consultant roles, little research addresses the development phase of aspiring consultants. Objectives To explore the transitional journey experienced by trainee consultant radiographers as they move from advanced to consultant practitioner within a locally devised consultant development programme. Design Longitudinal qualitative enquiry. Methods and Settings Five trainee consultant radiographers were recruited to a locally devised consultant practice development program within a single UK hospital trust. Semistructured interviews were undertaken at 1, 6, and 12 months with the trainees. Results A challenging journey was recounted involving five key emotional stages that occurred in a consistent and predictable order (ie, elation, denial, doubt, crisis, and recovery). The identified stages had close parallels with Hopson's Life Events model, suggesting that transition to consultant practice is a significant life event rather than a straightforward job promotion. Conclusions Current emphasis on the four domains of practice, although providing a clear framework for expected external role outcomes, overlooks the importance of the internal or subjective career development on the perceived success or failure of the role. Employers, educators, and professional bodies have a responsibility to facilitate aspirational consultants to explore and enhance their internal career development, offering more time to define themselves and their role with support to guide them through the transition journey.

No / Interest in the influence of emotions on behaviour, decision making, and leadership has accelerated over the last decade. Despite this, the influence of emotions on career advancement and behaviour within radiography and radiotherapy has largely been ignored. The ease of transition from one work role to another within an individual's career may be influenced by previous experience, personal characteristics, organizational environment, culture, and the nature of the role itself. Consequently, the transition from the often well-defined role of advanced or specialist practitioner to the more fluid role of consultant practitioner is associated with changing emotions as reported in the first part of this two-part series. What remains unexplored are the emotional triggers that pre-empt each stage in the transition cycle and how our understanding of these might support the successful implementation of consultant practitioner roles. To explore the emotional triggers that pre-empted each stage in the transitional journey of trainee consultant radiographers as they moved from advanced to consultant practitioner within a locally devised consultant development program. Five trainee consultant radiographers were recruited to a locally devised consultant practice development program within a single UK hospital trust. Semistructured interviews were undertaken at 1, 6, and 12 months with the trainees. Although all trainee consultant radiographers experienced the emotional events described in the first part of this two-part series in a predictable order (ie, elation, denial, doubt, crisis, and recovery), the timing of the events was not consistent. Importantly, four emotional triggers were identified, and the dominance of these and the reaction of individuals to them determined the emotional well-being of the individual over time. This study provides a unique and hitherto unexplored insight into the transition journey from advanced or specialist practitioner. Importantly, the findings suggest that commonly adopted supportive change interventions may, in fact, trigger the negative emotions they are intended to alleviate and disable rather than enable role transition.

No / Radiography aspires to be a research active profession, but there is limited information regarding the number of individuals with, or studying for, a doctoral award. This study aims to profile UK doctoral radiographers; including their chosen award, approach and employment status. This was a prospective cohort study utilising an electronic survey. No formal database of doctoral radiographers existed therefore a snowball sampling method was adopted. The study sample was radiographers (diagnostic and therapeutic) based in the UK who were registered with the Health and Care Professions Council (HCPC) and who held, or were studying for, a doctoral award. A total of 90 unique responses were received within the timescale. The respondents comprised 58 females (64.4%) and the majority were diagnostic radiographers (n = 71/90; 78.9%). The traditional PhD was the most common award, although increasing numbers were pursuing Education or Professional Doctorates. An overall increase in doctoral studies is observed over time, but was greatest amongst those working in academic institutions, with 63.3% of respondents (n = 57/90) working solely within a university, and a further 10% employed in a clinical–academic role (n = 9/90). This study has demonstrated that radiography is emerging as a research active profession, with increasing numbers of radiographers engaged in study at a doctoral level. This should provide a platform for the future development of academic and clinical research.

Yes / Consultant posts were developed to strengthen strategic leadership whilst maintaining front line service responsibilities and clinical expertise. The nursing profession has attempted to develop tools to enable individuals to evaluate their own practice and consider relevant measurable outcomes. This study evaluated the feasibility of transferring such a nursing ‘toolkit’ to another health profession. Method: This evaluation was structured around a one-day workshop where a nurse consultant impact toolkit was appraised and tested within the context of consultant radiographic practice. The adapted toolkit was subsequently validated using a larger sample at a national meeting of consultant radiographers. Results: There was broad agreement that the tools could be adopted for use by radiographers although several themes emerged in relation to perceived gaps within the nursing template, confirming the initial exercise. This resulted in amendments to the original scope and a proposed new evaluation tool. Conclusion: The impact toolkit could help assess individual and collaborat ive role impact at a local and national level. The framework provides consultant radiographers with an opportunity to understand and highlight the contribution their roles have on patients, staff, their organisation and the wider profession.

Les facteurs de la performance commerciale en formation professionnelle, le cas du néo formateur consultant (N.F.C.). Constat empirique : Pendant plus de 10 ans, l’auteur a formé des demandeurs d’emplois (plus de 450). Dans le cadre des enseignements prodigués, une suspicion est née sur l’origine des difficultés des N.F.C. concernant les facteurs de la performance commerciale en formation professionnelle.Posture épistémologique : La finalité de la recherche est d'établir les facteurs de la performance commerciale en formation professionnelle, le cas du N.F.C. La démarche est de type classique, par une approche positiviste, en fonction du mode de recherche empirique et avec une validation du transfert dans l’univers de la formation professionnelle. Le mode de raisonnement qui s'est imposé est la démarche abductive selon un cadre de logique hypothético-déductif avec l'utilisation de la méthode Delphi. Nous concluons ensuite par des recommandations managériales. Schéma des travaux de recherche : Le point de départ est un groupe de 5 N.F.C. par choix aléatoire pour valider la suspicion. Ensuite l’Etat de l’art apporte les définitions, l'élaboration des concepts et la revue de littérature recherche les travaux existants dans le domaine, en France et dans les pays anglo-saxons. Les concepts d'expertise et de confiance sont ainsi mis en évidence. Les hypothèses sont définies par le groupe Delphi (20 experts et 4 tours d’expression des opinions) et validées par l'étude quantitative (301 réponses). Résultat : Cette méthode propose 2 facteurs de succès : la démonstration de l'expertise et le développement du climat de confiance, portés par 4 principaux paramètres influençant les 2 facteurs de succès, La compréhension du problème du client (95%), l'implication (91%), la réalisation d'actions similaires (86%) et la démonstration des méthodes utilisées (77%). Les recommandations managériales éclairées par le groupe d’experts : proposent aux N.F.C. de développer leur charisme et de faire autorité par la maîtrise de la rhétorique. Si le travail le dispute au talent, le N.F.C. verra les facteurs de sa performance commerciale transformer son expérience en expertise et son expertise en revenu. / The purpose of this research is to establish factors for commercial performance in the professional training sector, the case of the N.T.C. (Neo Trainer Consultant). Empirical observation: The author has trained job seekers (more than 450) for over 10 years. Through this experience providing lessons, a suspicion arose regarding the origin of the difficulties (N.T.C.) concerning the factors for commercial performance in professional training.Research work plan: The start point is a group of five randomly selected N.T.C. to confirm the suspicion. Then the state of the art bring the definitions, the development of concepts, and the literature review, research the works that already exist in the field in France and in English-speaking countries. The concepts of expertise and confidence are highlighted.The hypotheses are defined by the Delphi group (20 experts and 4 rounds of expressed opinions) and validated by the quantitative study (301 responses). Result: This method offers 2 factors of success: demonstration of the expertise and establishment of the confidence ascribed to the 4 principal parameters influencing 2 factors of success : comprehension of the client's problem (95%), involvement (91%), realisation of similar actions (86%) and demonstration of the methods employed (77%).Managerial recommendations enlightend by the group of experts who suggest to the N.T.C to develop their charisma and authoritativeness by mastering their grasp of rhetoric. If the work creates a conflict between this notion and talent, the N.T.C. will see factors for commercial performance transform his experience into expertise and his expertise into income.

No / Non-medical consultant posts are a relatively new addition to the National Health Service (NHS) workforce, the role first being announced for nurses in 1998 followed by the Allied Health Professions in 2000. They have been described as multidimensional positions that encompass the four core functions of consultant practice: expert clinical practice; professional leadership and consultancy; practice and service development, research and evaluation; education and professional development. Consequently, the purpose of non-medical consultants is to promote and develop practice at the clinical, strategic and policy level. Despite the professional drive to develop consultant radiographer roles, by the end of 2005 only 15 were in post. One of the reasons for this poor appointment rate is the deficiency in suitably qualified and experienced candidates, a finding acknowledged to be an issue across all the non-medical professions. Further, the development of potential consultant practitioners has been hampered by the lack of clearly defined clinical and educational pathways. This paper acknowledges the limited published material available to radiographers wishing to advance to consultant positions. Yet while recognising the need to establish a true consultant career pathway underpinned by an appropriate education and research strategy, it explores the requirements of consultant practice, identifying some opportunities available to radiographers to develop appropriate consultant level skills.

The essence of this study is to capture the dynamics of decision-making. The context of this study is the engineering consultant industry consolidation in South Africa over the last five years. Decision-making is a complex phenomenon and highly influenced. To understand the dynamic nature of decision-making, it is important to understand the rationale or process that was followed to derive to the decision made. This can be simplified or better understood when evaluated at the hand of a context. In South Africa, consolidation activity was relatively high during the last five years when compared to previous years – engineering consulting companies – with international groups teaming up with well-established domestic entities to create new African-focused organisational platforms. The research questions are predominantly “how” and “why” questions and this is best answered through a qualitative research approach. The research design uses a multi-case study design in that participants in this research study are employed by different engineering consultant companies. It does not follow the traditional multi-case design which determines similarities and differences between the cases or similarities and differences in the same case, but rather a view gathered on the same context from different perspectives. The participants are defined as key role players with a responsibility to make strategic, financial and/or commercial decisions in a company and individuals who directly faced decision-making in the context of this study. Data collection is primarily by means of interviews. The key findings indicate that decision-making is highly influenced and that personal disposition is a prominent influencing factor. Another finding was that industry consolidation was a global trend that could no longer be ignored in South Africa and that companies had to strategically respond to a number of key issues that they have been facing. It is clear that decisions are made in context. The continuously changing environment in which the engineering consultant industry operates means that opportunities are never static and that decision making is always dynamic. It is important to have strategic objectives and a list of expected outcomes at the start of a decision making process and to monitor and control progress constantly against these as one advance through a life cycle of events, such as a consolidation transaction. This research study concludes in a sense that the engineering consultant industry is looking forward, some recommendations to the industry and recommendations for further research. / MBA, North-West University, Potchefstroom Campus, 2015

The essence of this study is to capture the dynamics of decision-making. The context of this study is the engineering consultant industry consolidation in South Africa over the last five years. Decision-making is a complex phenomenon and highly influenced. To understand the dynamic nature of decision-making, it is important to understand the rationale or process that was followed to derive to the decision made. This can be simplified or better understood when evaluated at the hand of a context. In South Africa, consolidation activity was relatively high during the last five years when compared to previous years – engineering consulting companies – with international groups teaming up with well-established domestic entities to create new African-focused organisational platforms. The research questions are predominantly “how” and “why” questions and this is best answered through a qualitative research approach. The research design uses a multi-case study design in that participants in this research study are employed by different engineering consultant companies. It does not follow the traditional multi-case design which determines similarities and differences between the cases or similarities and differences in the same case, but rather a view gathered on the same context from different perspectives. The participants are defined as key role players with a responsibility to make strategic, financial and/or commercial decisions in a company and individuals who directly faced decision-making in the context of this study. Data collection is primarily by means of interviews. The key findings indicate that decision-making is highly influenced and that personal disposition is a prominent influencing factor. Another finding was that industry consolidation was a global trend that could no longer be ignored in South Africa and that companies had to strategically respond to a number of key issues that they have been facing. It is clear that decisions are made in context. The continuously changing environment in which the engineering consultant industry operates means that opportunities are never static and that decision making is always dynamic. It is important to have strategic objectives and a list of expected outcomes at the start of a decision making process and to monitor and control progress constantly against these as one advance through a life cycle of events, such as a consolidation transaction. This research study concludes in a sense that the engineering consultant industry is looking forward, some recommendations to the industry and recommendations for further research. / MBA, North-West University, Potchefstroom Campus, 2015