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The purpose of this paper is to critically study the implementation and contextualization of the human resource transformation (HRT) management model within the human resources (HR) function of a global industrial company group.

A qualitative case study that includes two data collections.

Implementation of the HRT model led to tensions and conflicting interpretations of the mission of the HR function, and a “tug of war” about the distribution of work both within HR and between HR and line management. Splitting the HR function into three legs made the HR function's learning cycles more difficult. The corporate group had a decentralized and diverse business culture, and contextualization of the HRT model to this setting highlighted the model's embeddedness in the American business culture of centralization and standardization. Implementation of the model also entailed a transition from an employee to an employer perspective within HR.

For an assessment of HR's total work other parts of the HRT model (Ulrich and Brockbank, 2005) need to be involved since HR professionals in the insourced or outsourced shared service center (SSC) and Center of Expertise (CoE) and the e-HR tools are equally important for executing the total HR's mission. Further studies of the problematic human resource business partner (HRBP) role are needed and also what the development of e-HR solutions means for the HR profession.

The authors argue for a continuous development of HR work, along with closer professional contact both with line managers (LMs) and within the HR function, for improved learning cycles and a need for contextualization when implementing management models.

The paper discusses the HRT model's impact on HR practitioners’ and LMs’ work practice.

This article shows the need for contextualization when implementing management models. The lack of such contextualization led to severe tensions, and the intentions of an efficient and respected HR function were not achieved. The study contributes an evaluation of the tensions between HRT as a normative and standardized model in business settings accustomed to variety and decentralized decision-making.

The present study aims to describe the implementation of a facilitated dialogue model intended to improve communication across professional logics and knowledge boundaries in two units of a large health-care organization in Sweden.

This is a mixed-methods study with interviews, field observations and follow- up questionnaires that were conducted during the implementation process.

The conclusion drawn in this study is that it is possible to change and improve the dialogue between health-care professionals with the help of a tailored, facilitated dialogue model. The authors found that different professional logics can indeed meet and share perspectives if the right conditions are provided. Moreover, an improved dialogue between different professional groups may contribute to work satisfaction, engagement, social cohesion and communication between professionals.

This study shows that the right organizational conditions, such as support from managers, must exist if the model’s inherent possibilities are to be used. Inhouse facilitation may be a sustainable model for facilitated workplace dialogue when its implementation is supported by the overall organization.

The contribution is an empirically based analysis of a new form of model for mediating perspectives within an organization with distinct professional roles. This study shows how, under the right conditions, the model can contribute to a perspective awareness and thus a more mature work organization.

The purpose of this paper is to investigate the relation between leadership and social capital and what qualities of leadership are important for social capital among employees in hospital settings over time.

A cohort of employees in hospitals answered a questionnaire at three occasions. Five small (approx. 100-bed) or mid-sized (approx. 500-bed) hospitals were included. The response rate was 54 percent at baseline (n=865), 59 percent at one-year follow-up (n=908) and 67 percent at two-year follow-up (n=632).

Repeated measures over time showed differences between groups in levels of social capital with respect to levels of leadership quality. Relation-oriented leadership had the strongest association with social capital. There was evidence that leadership was associated with social capital over time and that different kinds of leadership qualities were associated with social capital.

This study conducted and analyzed quantitative data, and therefore, there is no knowledge of managers’ or employees’ own perceptions in this study. However, it would be interesting to compare managers’ decreased and increased leadership quality and how such differences affect social capital over time.

The findings feature the possibility for healthcare leaders to build high quality leadership as an important resource for social capital, by using different leadership orientations under different circumstances.

The paper showed that leadership was an important factor for building social capital and that different leadership qualities have different importance with respect to certain circumstances.

The purpose of the paper is to contribute to an understanding of the relational work carried out in mentoring programmes and the implications for learning capabilities in future practices.

This study is based on field research of a mentoring programme bringing together senior and newly graduated workers in a large Swedish health care organisation. In total, 54 qualitative interviews with mentors, mentees, HR, managers and union representatives are included.

The findings point to the role of trust and a psychological sense of community in the socialisation work that goes on in relationships between the mentor and the mentee. This in turn leads to increased social capital in the form of learning and retaining workers. The conditions for being vulnerable and asking questions, as well as daring to be independent, are an essential and decisive part of constructing bonding within the professional group and bridging out to other professions and parts of the organisation.

The practical contribution from this study is the workplace conditions that are central to organising mentoring programmes, with implications for learning capabilities in future practices.

With its theoretical focus on social capital, the study shows the importance of relationships for learning and retaining both newly graduated and experienced employees in a context of high employee turnover. It is central to achieving strong and mutually beneficial relationships through continual and trustful interaction between actors. By using the concepts of social capital, socialisation agents and psychological sense of community, this study contributes to an understanding of mentoring and workplace learning.

The purpose of this paper is to explore managers' boundary setting in order to better understand their handling of time commitment to work activities, stress, and recovery during everyday work and at home.

The paper has qualitatively‐driven, mixed method design including observational data, individual interviews, and focus group discussions. Data were analyzed according to Charmaz' view on constructivist grounded theory.

A first step in boundary setting was to recognize areas with conflicting expectations and inexhaustible needs. Second, strategies were formed through negotiating the handling of managerial time commitment, resulting in boundary‐setting, but also boundary‐dissolving, approaches. The continuous process of individual recognition and negotiation could work as a form of proactive coping, provided that it was acknowledged and questioned.

These findings suggest that recognition of perceived boundary challenges can affect stress and coping. It would therefore be interesting to more accurately assess stress, coping, and health status among managers by means of other methodologies (e.g. physiological assessments).

In regulating managers' work assignments, work‐related stress and recovery, it seems important to: acknowledge boundary work as an ever‐present dilemma requiring continuous negotiation; and encourage individuals and organizations to recognize conflicting perspectives inherent in the leadership assignment, in order to decrease harmful negotiations between them. Such awareness would benefit more sustainable management of healthcare practice.

This paper highlights how managers can handle ever‐present boundary dilemmas in the healthcare sector by regulating their time commitments in various ways.

The purpose of this paper is to gain a deeper understanding of the main contemporary challenges for healthcare leaders in their everyday work practice, and the support they need to master their experienced dilemmas.

Qualitative in‐depth interviews (n=52), and focus‐group interviews (n=6) with 31 first‐line and 45 second‐line healthcare leaders are analysed in line with constructivist grounded theory.

In this paper, two leadership models are proposed for defining and differentiating ways of meeting different logics and demands made on leaders in the healthcare sector. The first model is leadership by separating different logics and fragmentation of time. Here, leaders express a desire for support in defining, structuring, dividing, and allocating tasks. The second model is leadership by integrating different logics and currentness of solutions. In this case, leaders want support in strengthening proactive leadership and shaping the basis for participative employeeship.

This research is designed to describe what people experience rather than to assess the frequency of that experience in the studied settings. However, it would be interesting to elaborate on the findings of this study using other research methodologies.

The findings contribute to contextual knowledge that is of relevance in supporting healthcare leaders. This is helpful in identifying important conditions that support the establishment of leadership and employeeship, leading to improvements in healthcare practice.

The paper describes how contemporary leadership in the healthcare sector is constituted through different strategies for meeting multiple logics.

The purpose of this paper is to investigate general psychosocial work conditions and specific workplace health promotion (WHP) measures in relation to employee health and sickness absence in Swedish municipal social care organizations.

In a random sample of 60 out of the 290 municipalities in Sweden, 15,871 municipal social care employees working with elderly and disabled clients were sent a questionnaire concerning psychosocial work environment, WHP, and self-rated health. The responses (response rate 58.4 per cent) were complemented by register data on sickness absence (>14 days). All data were aggregated to employer level.

A structural equation modelling analysis using employer-level data demonstrated that employers with more favourable employee ratings of the psychosocial work conditions, as well as of specific health-promoting measures, had better self-rated health and lower sickness absence level among employees.

The results from this representative nationwide sample of employers within one sector indicate that employers can promote employee health both by offering various health-specific programmes and activities, such as work environment education, fitness activities, and lifestyle guidance, as well as by forming a high-quality work environment in general including developmental and supportive leadership styles, prevention of role conflicts, and a supportive and comfortable social climate.

This study with a representative nationwide sample demonstrates: results in line with earlier studies and explanations to the challenges in comparing effects from specific and general WHP interventions on health.