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4 th European Working Condition Survey: Work organisation

4 th European Working Condition Survey: Work organisation. ESDS International Annual Conference 2009 Maija Lyly-Yrj änäinen Eurofound . Main characteristics of the 4 th EWCS. Fieldwork in September-November 2005

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4 th European Working Condition Survey: Work organisation

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  1. 4th European Working Condition Survey:Work organisation ESDS International Annual Conference 2009 Maija Lyly-Yrjänäinen Eurofound

  2. Main characteristics of the 4th EWCS • Fieldwork in September-November 2005 • 29,680 workers interviewed in 31 countries: random walk and face to face interviews in people’s homes • 100+ questions and sub-questions • Broad thematic coverage: Working time, physical / psychosocial risks, work organisation, work satisfaction, work-related health outcomes / absenteeism, non-work activities (domestic care, education etc)…. • Possibility to observe trends for some themes

  3. Work organisation analysis Research questions: • What are the main forms of work organisation in Europe? • How does work organisation impact on quality of work and employment?

  4. Methodology of the work organisation analysis • Sub sample of 9,240 salaried employees excluding micro enterprises and the following sectors: agriculture, fishing, public administration and social security, education, health and social work and activities of households • Statistical methods: • Multiple correspondence factor analysis • Hierarchical cluster analysis … based on variables which are identified as relevant according to work organisation literature

  5. Work organisation variables • Teamwork • Task rotation • Autonomy • Constraints which determine the pace or rate of work • Repetitiveness of tasks • Monotony of tasks • Quality standards (assessment of quality of work) • Complexity of tasks • Learning dynamics in work

  6. Four forms of work organisation • Discretionary learning organisation • Lean production organisation • Taylorist organisation • Traditional or simple organisation

  7. Dircretionary learning organisation

  8. Lean production organisation

  9. Taylorist organisation

  10. Traditional or simple organisation

  11. Structural characteristics and work organisation • Sector of economic activity • Company size • Occupation • Age and sex of employees … have a bearing on work organisation but they do not condition the form of work organisation entirely

  12. Work organisation by country

  13. Human resource management practices New forms of work organisation (discretionary learning and lean models) are more effective if they are supported by particular policy around employment, pay and training. • Investment in training are more likely to be high • …complemented by relatively secure employment contracts • Pay systems more likely to be performance based • … embedded in systems of employee representation or consultation

  14. HRM practices and work organisation

  15. Work organisation and physical risks

  16. Work organisation and working time

  17. Work organisation and health and safety / work intensity / work life balance

  18. Work organisation and intrinsic motivation

  19. Work organisation and satisfaction

  20. Work organisation and quality of work and employment • The discretionary learning forms of work organisation score better on nearly all indicators of quality of work and employment • Lean production – taylorist organisation? • Better for some ergonomic risks, some working hours, psychological working conditions, satisfaction • Worse for chemical risks and ambient risks • In the diffusion on new forms of work organisation, it is important to give greater importance to the discretionary learning forms with a view to improving working conditions

  21. Thank you! mly@eurofound.europa.eu +353 1 2043164

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