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Maëlezig Bigi, Nathalie Greenan, Sylvie Hamon-Cholet , Joseph Lanfranchi,

Organisational changes and the evolution of working quality life A comparison between the private sector and the state civil service (France). Maëlezig Bigi, Nathalie Greenan, Sylvie Hamon-Cholet , Joseph Lanfranchi,. Sofia, Bulgaria / 18 & 19 October 2012,

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Maëlezig Bigi, Nathalie Greenan, Sylvie Hamon-Cholet , Joseph Lanfranchi,

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  1. Organisational changes and the evolution of working quality lifeA comparison between the private sector and the state civil service (France) Maëlezig Bigi, Nathalie Greenan, Sylvie Hamon-Cholet,Joseph Lanfranchi, Sofia, Bulgaria / 18 & 19 October 2012, International Conference Adressing Quality of Work in Europe

  2. « High Performance Work Organisation » (HPWO) Goal: improveproductivitythroughemployeeinvolvement Severalmanagerialtools ICT tools The proximity of the tools that are spread across the two sectors in order to "modernize" is the foundation on which we build our comparison Do the same tools relate to the same effect in both sectors ? It is difficult to construct performance indicators comparable in the two sectors, it is easy to use a common grid to assess the impact perceived by employees • « New Public Management » (NPM) • Goal: decrease public spending and improve the quality of public services • Set of managerialtoolsborrowedfrom the privatesector • ICT tools Public sector Mutual benefits vs. Critical perspectives Privatesector

  3. Our analytical approach • Two families of tools • management of productive activity • ICT • Three dimensions of work experience • intensification • enrichment • involvementat work • A dynamic approach to the relationship between managerial strategies and work experience • A comparative analysis between • the private sector • the State Civil Service

  4. COI surveys for employers for employees • A survey developed first in the competitive sector in 1997, reedited in 2006 • Extended to the State Civil Service in 2006, central governmentdepartments • Common principles for measuring changes • Same questionnaires architecture • Samemethod of survey • But questionnaires adapted to eachsector • A steeringcommitteecomposed of experts fromeachsector • Identifiedrespondents in eachsector • A surveyalsodeveloped in first place in the competitivesector in 1997, reedited in 2006 on the broad scope of employers • A single questionnaire for all employees of all the sectorssurveyed • Factual and objectives questions on the conditions of work activity • Retrospective questions for measuring changes

  5. Studied populations Banking and insurance Business Services and medias

  6. Measuring changes(1) Tools used by the organisation= models of organized action Adoption or droping of tools= employers’ intentions of change Extension of the COI survey to the State Civil Service = Changes in the public sector are partly instrumentedby tools also adopted and implemented in the competitivesector

  7. Measuring changes(2) • From COI survey, two synthetic indicators • Management tools • ICT tools ===>>>> This distinction allows identifying interactions between the two types of change. • Comparable indicators overtime and between the private sector and the State Civil Service

  8. The tools retained ICT Management Web site Local area network Intranet Extranet Electronic data interchange system Database(s) on the management of human resources Database(s) for research Tools for data analysis Tools for interfacing databases Tools for automated data archiving ERP Software or firmware for the management of human resources Software or firmware for research Groupware Workflow software Quality certification Environnemental and ethical certification Methods of problems solving Tools for labelling goods and services Satisfaction surveys of customers Management of production just in time Tools for tracing goods and services Contractual commitment to provide a product or a service or customer service within a limited time Requirement for suppliers to meet tight deadlines Long term relationships with suppliers Call and contact Centres Teams or autonomous work groups IT management integrated to the customer relationship

  9. More changes … … in the public sector than in the private

  10. Dimensions of Working life Quality

  11. A work intensification frequentlyreported by employees ... A reduction of activity peaks less often reported by civil servants

  12. Civil servants declared more often learning new things in their work ... ... and having increased their skills.

  13. Civil servants declare more often a a stable level of involvement ... ... Employees of the restricted private sector and the public sector are comparable in terms of the level of fair work recognition.

  14. How we measure … … the effects of organisational changes … Indicator of management changes Non lineareffects Indicator of ICTchanges Non lineareffects Possible effects of complementaritybetween the twofamilies of change … on the evolution of working life quality Errorterm Employee control variables : gender, seniority, age, qualification, marital status, spose’semplyment, weeklyworkinghours, part time work, employmentstatus, pay Employer control variables : size, sector/ministry Whatwewant to measure : aggravation / mitigation of indicators of evolution of working life quality

  15. Results for intensification

  16. Results for enrichment

  17. Results for commitment

  18. Conclusion • ICT changes more intense than changes in management tools in the competitive sector • Major changes in both areas in the public sector and ICT already heavily disseminated at the beginning of the observed period of time • Compared to the competitive sector , changes in average more intense in the public sector • Nosignificantly substantial effect on the work intensification • Increasing use of skills in the private sector with no implication in terms of learning new things / No link changes – enrichment in the State civil service • An increasing involvement for the employees of private sector with changes, but civil servants show discouragement facing change, and in particular if ICT and management changes are combined • A positive significanteffect of management changes on the feeling of fair work recognition in the privatesector, mitigated if combinedwith ICT changes / the combination of the two types of changes leadsmostly to the perception of effort-rewardimbalance in the public sector

  19. … to explainthosedifferences Four hypothesis … • The mechanisms of self selection of employees to join one or the other sector could generate differences in attitude face to change • We could also assume that employees in troubles with changes in the private sector leave their firms, thus maintaning an high involvement for those who stay • The process behind the changes is not the same in both sectors : market pressures play a fundamental role in the private sector, while the political pressure is crucial in the State civil service • The preparation of the changes, the communication around their implementation, forms of employee participation, the human resource policies are not the same between the private sector and the public sector

  20. Thanks for your attention ! Questions ? Sofia, Bulgaria / 18 & 19 October 2012, International Conference Adressing Quality of Work in Europe

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