Search

Følelsen af tidsnød betegnes som en moderne epidemi, som både påvirker vores arbejds- og privatliv. Vi bestræber os på at vinde og låne tid, da tiden føles som en knaphedsressource, der blot består af 24 timer i døgnet (Holt, Hvid, Kamp & Lund, 2013, s. 13). Dette speciale tilsigter netop at undersøge en række medarbejderes oplevelse af tidsmiljøet og balancen mellem arbejds- og privatliv i en fire dages arbejdsuge. Det handler ikke alene om at opnå den kortest mulige arbejdstid, men ligeledes hvilken indflydelse én ekstra fridag kan have på medarbejdernes arbejdsmiljø. At reducere arbejdstiden bliver beskrevet som et arbejdsmiljøbehov, men fokuserer samtidig også på, hvor lav arbejdstiden skal være, før at vi som samfund kan bevæge os fra, at vi “lever for at arbejde” til at vi “arbejder for at leve” (Lund & Gleerup, 2019, s. 9). Tid er en objektiv faktor, som er afgørende for vores muligheder, men også vores begrænsninger. Arbejdstidens placering og længde spiller en central rolle for den oplevede tid til at vedligeholde og dyrke relationer med f.eks. familie, venner, fritidsinteresser og foreningsliv. Da tiden ofte anses som en manglende ressource i det moderne samfund, er der stadig flere mennesker, som oplever en følelse af manglende tid til nærvær, ro og fordybelse (Lund & Gleerup, 2019, s. 9-10).I specialet tilsigtes indsigt i medarbejdernes oplevelse af en fire dages arbejdsuge, samt hvilken indflydelse denne kan have på medarbejdernes oplevelse af tid samt deres balance mellem arbejds- og privatliv. Denne viden erhverves gennem kvalitative interviews, som kan give indsigt i, hvilke tendenser der gør sig gældende både i Odsherred Kommune og virksomheden Nordic Sustainability (NS). Der findes imidlertid mange forskellige konstellationer af den fire dages arbejdsuge. F.eks. kan nævnes modellen, 4/30 (en arbejdsuge på 30 timer om ugen fordelt på fire dage), hvor også medarbejdernes arbejdstid er reduceret. Medarbejderne får således løn for 37 timer, men arbejder i praksis 30 timer om ugen (Abildgaard, 2019). Ligeledes findes modellen, 4/40 (her arbejder medarbejderne ti timer fordelt på fire dage), som er en udbredt og velafprøvet komprimeret arbejdstidsmodel, der primært benyttes i USA (Grosse, 2018, s. 32). I Odsherred anvendes modellen, 4/35, hvilket anses som værende en komprimeret arbejdstidsmodel. Medarbejderne arbejder således 37 timer ugentligt fordelt på fire arbejdsdage, hvoraf 35 timer er almindelig arbejdstid, mens de sidste to timer er kompetencetimer (Gleerup & Lund, 2021, s. 231). I NS bestræber de sig på, at medarbejderne arbejder 32 timer fordelt på fire dage. På den måde har NS ikke en komprimeret arbejdstidsmodel. Arbejdstidsmodellerne for hhv. Odsherred og NS vil blive udfoldet yderligere i afsnit 3., During the 20th century, we have reduced the number of working hours through central agreements between the social partners. In this way, the working hours are a societal construction constantly negotiated; one such negotiation is the four-day work week. Today, some companies are challenging traditional time management in innovative ways. Among others are the organizations Nordic Sustainability (NS), a private company, and Odsherred Kommune, a municipality. These two case studies are used to empirically elaborate on the theory.The theoretical foundation consists of Hartmut Rosa’s social critical theory of acceleration and deceleration. His theory is used to identify the parts of the four-day work week that lead to acceleration and deceleration, respectively. Furthermore, elements of Anders Raastrup Kristensen’s eight dimensions of boundaryless work are applied. First, we identify how the employees' lives are affected by boundaryless. Second, we assess how they manage to navigate a boundaryless working life. According to boundary theory, we can identify the boundaries that the employees maintain or create between their work life and private life and whether the employees integrate or segmentate these two parts of their lives.In this empirical study, we will analyze how the employees in Odsherred and the employees in NS experience the time environments in a four-day work week. Next, we will examine how the employees experience boundaries at their respective workplaces, and how they are balancing their working life and private life.Based on our theoretical foundation and empirical study, we conclude that the four-day work week can be a well-defined working time model. However, it requires common commitment in the organization. The case study shows that both organizations have adapted their working environment to the new working time model. Furthermore, we conclude that the four-day working week does not avoid the need for management to focus on boundaryless work.

Dette speciale undersøger hvordan sygeplejerskerne i den danske offentlige sektor, oplever den styring de arbejder under. Dette med særligt blik på hvordan styringen kan være kilde til en manglende anerkendelse af sygeplejerskerne og den faglige identitet, som de ønsker at arbejde ud fra. Yderligere er det diskuteret hvad sygeplejerskerne gør og skal gøre, for at sikre sig en kontinuerlig anerkendelse.Teoretisk tager specialet udgangspunkt i Julia Evetts og Valerié Fourniers disciplineringsteori, Axel Honneths anerkendelsesteori samt begrebet misbehaviour fra Labour Process Theory-skolen. Disciplineringsteorien er således med til at forklare hvordan styringen virker disciplinerende, hvor anerkendelsesteorien er med til at illustrere, hvilken påvirkning styringen har på sygeplejerskernes oplevelse af anerkendelse og krænkelse i deres arbejde. Misbehaviour som begreb bliver brugt til at forklare hvordan sygeplejerskerne, på trods af det krydspres de oplever, er i stand til at fastholde en anerkendelse gennem systematisk regelbrud.Specialets analytiske del er konkret delt op i et redegørende afsnit, to analyserende afsnit samt en diskussion, og er lavet på baggrund af seks kvalitative interviews af sygeplejersker i den offentlige sektor. Redegørelsen viser hvordan styringen af sygeplejerskerne kan ses som et udtryk for resultat- og målstyring, hvor den første analysedel viser denne resultat- og målstyring som værende i konflikt med dele af sygeplejerskernes faglige identitet – set ud fra disciplinerings- og anerkendelsesteorierne. I dette afsnit er det også vist hvordan denne konflikt er udslagsgivende for en manglende anerkendelse af den del af sygeplejerskernes faglige identitet, der fordrer psykisk pleje. Den næste analysedel viser gennem misbehaviour hvordan sygeplejerskerne alligevel sikrer sig anerkendelse, i dette tilfælde gennem kollegiale forhold frem for fra styringen. Ud fra denne analyse vises det dog samtidigt hvordan misbehaviour blot er med til at sikre en skrøbelig anerkendelse, der ikke er sikker på lang sigt. I diskussionen bliver det således vist hvordan sygeplejerskerne kan sikre sig en mere sikker og kontinuerlig anerkendelse. Her lægges der vægt på en øget og organiseret modstand som værktøjet til at presse styringen til at anerkende den del af sygeplejerskernes faglige identitet, der ønsker en øget prioritering af den psykiske pleje., This thesis investigates how nurses in the Danish public sector experience the management they are subject to; this is done from a perspective on how the management can be a source of lack of recognition of the nurses and their professional identity. Furthermore, it is discussed what nurses do and should do to secure a continuous recognition.This thesis takes its point of departure in Julia Evetts and Valerié Fournier’s theory of disciplining, Axel Honneth’s theory of recognition as well as the concept of misbehaviour from the Labour Process Theory school of thought. The theory of disciplining is used to explain how the management is disciplining in nature, while the theory of recognition is used to illustrate what influence the management has on the nurses’ experience of recognition and violation in their work. Misbehaviour as a concept is used to explain how the nurses, despite the pressures they are subjected to, are able to maintain a recognition through systematic breaking of rules.The analytical parts of the thesis are divided into a review, two analyses, and a discussion, and it draws upon six qualitative interviews of nurses in the public sector. The review shows how the management of the nurses should be seen as an example of performance management. The first part of the analysis shows this performance management as conflicting with parts of the nurses’ professional identity, seen through the perspective of the disciplining and recognition theories. It is also shown that this conflict is the source of a lack of recognition of that part of the nurses’ professional identity that demands mental care. The next part of the analysis shows that through misbehaviour it is still possible to secure recognition, in this case through a collegial recognition instead of recognition from the management. From this analysis it is shown at the same time, that although they secure a recognition, it is a fragile recognition that can’t be seen as a long-term solution. In the following discussion it is presented how the nurses still are able to secure a more continuous recognition. Here, the importance of an increased and organized resistance is emphasized as a way to pressure the management into recognizing the part of the nurses’ professional identity, that wishes the management to give mental care a high priority.

This thesis explores how caretakers of rest homes, are subjected to emotional strain when working within an area of conflict, in regards to personal involvement in the residents whilst still keeping a professional distance. When looking at different job functions, the correlation between emotional strain and the risk of developing stress, becoming burnt-out and depression is more evident in some jobs than others; evidence indicates that the connection is particular high within the healthcare sector. In this thesis I examine whether or not the postulate from Wærness’ concept of rationality caring bear any meaning in regards as to how the employees involve themselves emotionally. Furthermore, I will examine how the employees experience their feelings and emotions, based on Hochschilds emotional labor. My investigation takes its offset in the existentially philosophical hermeneutics, where I aim to cover as many areas as possible, to create an overall understanding. As a method, I use an ethnographic study by applying participating observation and modified history lab which I hereafter analyse in combination with relevant elements from the Grounded Theory. The most important find in this thesis is that the concept of rationality caring does certainly have relevance for the professional distance the employees keep. In my conclusion, I conclude that this is indeed a complex line of work; on the one side of the argument it is expected that the employees involve themselves in accordance to the concept of rationality caring. However, on the other hand, employees cannot emotionally involve themselves if they have to maintain a certain professional distance. Keywords: Hermeneutics, Grounded Theory, ethnography, emotional labor, caring rationality