This paper examines how notifies security looks for private employed workers in jobs founded by the public. The aim is to clarify the legal situation surrounding notifies law, and to analyze possible shortcomings in the law with a focus on the future.Notifies law is based on five cornerstones. Where freedom of information, a right to provide information to the media for publication, ?acquires the right? and protection to be anonymous when talking to the press goes to all workers. The other two pillars, ?a look up prohibitions? and ?retaliatory forbid? apply only to employees in the public sector.

This qualitative study is aimed to explore the leaders? experiences of difficult conversations in their work. We have examined if they take on a different role during the difficult conversations and how communication can affect their leadership during the conversation. We have also examined the importance of the leaders? ability to distance themselves from the sensitive subject and situation, to maintain their role as leaders.

Communication of sustainable development has become an increasingly important part of organisation?s corporate branding. Consumers demand more transparency from businesses and want to know more about how they work with these issues. An important part of how internal communication can be used to reach organisational success involves organisation?s employees.

The Employment Protection Act (1982:80; LAS) is one of the cornerstones of the labour law that regulates the relationship between employer and employee. The central rule as stated in 4 § LAS is valid for an indefinite term. LAS is a semi-optional law in accordance with 2 § LAS which facilitates deviation from the central rule.Temporary employment is dealt with in 5 and 6 §§ LAS, regulations and collective bargaining agreements. The purpose of the legislative change on July 12007 was to simplify the use of temporary employment and to make the law more predictable and easier to interpret. The previous law was unnecessarily difficult for the employer to know when to put into practice.

The use of social media has increased considerably in recent years and has also caused some problems. It has been notable cases in the media where employees adversely criticized their employer on social networks, which subsequently led to the dismissal of the employee. The purpose of this study is to investigate an employee's right to express themselves about their employers in various forms but the main focus will be on social networks. The study investigates employees on both private and public sectors.Employees have a duty of loyalty to their employer, which means that they must be loyal to their employer and not deliberately harm them. The reason that employed comment his employer on social networks has its basis in that they also have freedom of speech and it is raised in such a case, a collision between their rights and responsibilities as an employee.The employees also hold a critique right entitling them to publicly criticize the employer and its activities.

Today, the management concept of lean has stretched far from its origins in the Japanese automobile industry. When reaching the Swedish restaurant industry, the conditions for a successful implementation of lean change as a result of the high employee turnover and the significant amount of part-time employees characteristic for the industry. Combined with a high-end service profile, these workforce characteristics seem inconsistent with some of the basic principles of lean. By conducting a case study, this thesis aims to investigate the effects of a variable workforce on the enablers for a successful implementation of lean in a high-end service industry. Using a theoretical framework consisting of enablers for an implementation of lean in services, the study finds that the variable workforce inhibits an implementation of lean by complicating the effects of traditional training, as well as the possibility of understanding the lean concept at all levels of the organization.

This thesis investigates the regulation of hybrid work environments by focusing on the implementation of rules by both management and employees. It examines the methods used to measure compliance and the consequences of non-compliance within organizations. The study also explores how flexibility in work arrangements and the balance between work and personal life affect employee well-being and productivity. Furthermore, it highlights the critical role of self-leadership in navigating the complexities of hybrid work, emphasizing how effective self-management can enhance organizational efficiency and employee satisfaction. We have adopted a qualitative research approach and interviewed employees, managers, and HR personnel with experience in hybrid work. The different perspectives are expected to provide insights into this area by including all levels within an organization It is evident that organizations that have clearly established rules and guidelines regarding hybrid work have achieved the best desired results.

This paper aims to find out how to implement an information security management (ISMS) system that is based on ISO/IEC 27001-standard into a small organization with high employee turnover. The standard employs the PDCA-method as a course of action for implementing the standard. The reason for implementing such a system is to introduce information security to the organization and to maintain it despite the changes in management. The paper based it?s survey on a case study of a student nation in Uppsala, Sweden.

It is now increasingly common for organisations to work actively with HR issues. Furthermore, it is a constant top priority for organisations to remain profitable. The purpose of this study was to investigate whether so called soft HR values, as manager?s communication skills, has an actual impact on hard values in terms of costs for the organisation. Leadership is largely characterised by emotional communication, which together with personnel costs were the main focus of the research.

Women?s strive to reach higher leading positions and build a career that's combinable with child birth and private life, is an on-going debate among academics in the fields of leadership, management and organization. This bachelor level thesis is written at the section of Management & Organization at School of Business, Economics and Law in Gothenburg, Sweden, spring semester 2015. In our research methodwe have used source triangulation with a qualitative approach to the subject of egg-freezing in favour forcareer with a focus on Swedish workplaces. The purpose has been to illuminate, map out and further problematize how the introduction of the employee benefit in November 2014 can be seen to relate to social sustainability.A lot of the management research that discusses social sustainability tends to focus on how women (and men!) try to balance family life and career and how to combine (or to not combine) them.

In sectors with high skill requirements, recruiting is a core part of a company's development. Initially, the companies attract talented employees by creating an interest in the organization. Further, the challenge remains to match potential workers expectations with the company?s requirements and conditions. This is crucial since an unsuccessful recruitment involves high costs.

This paper is about the psychosocial work environment, and those factors that can be responsible for an employee?s sick leave. We have through our knowledge from working life, on several occasions experienced colleagues becoming ill, the cause being the psychosocial working environment. Private factors, for instance different kinds of life crisis like a divorce or uprooting, have contributed to the sick leave. The psychosocial working environment is complex.

When we started this study we quickly saw that almost all the previous research that we find was focused and concentrated on the fact that the employees should be motivated. The research also presents a top-down perspective which means from the head to the employee. A Swedish newspaper wrote in an article that 1/3 of all Swedish heads can?t motivate their employers. A Swedish internet platform discusses this and says that heads need to be motivated to be able to motivate people around himself.

Despite ongoing efforts toward equality, persistent wage gaps between men and women in Sweden still remain, particularly within male dominated industries, such as finance. Gender equality is a prominent topic in public discourse, yet progress towards achieving equal pay between men and women continues to be slow. This study aims to contribute to the research area and offers a unique perspective by examining gender related expectations from both men and women, managers and employees. The purpose of this study is to investigate whether, and if so how, gender related expectations influence salary setting processes in the financial industry. Through a qualitative study based on semistructured interviews, the study explores how both employee?s and manager?s gender related expectations affect attitudes, salary negotiations and potential outcomes of salary setting.

Background and problem: The background to this study is the organizations increased difficulty to retain employees in the organization when more and more employees today choose to do their career in several organizations. The problem to keep the employees in the organization leads to several problems where the loss of experience reduces efficiency and increased risks and cost associated with recruitment are some problems that arise. The problem therefore faced for this study is: How can opportunities for career development within an organization created to get employees to stay over time?Purpose and method: The purpose for this study is to describe how organizations can create opportunities for the development of career that gets employees to stay within the same organization and make their career in this organization. The method used for this study is a qualitative approach where data is collected through semi-structured interviews in a case study.Empiricism: The empirical result have shown there are four factors that an organization should overhaul to create an opportunity for the development of a career that gets employees to stay in an organization over time.