Upload
beverley-barnett
View
218
Download
0
Embed Size (px)
DESCRIPTION
Coordinating the Network of EU Agencies 2015 Information sources European Working Conditions Survey ’91, ’95, ‘00, ‘05, ’10, ‘15 European network of correspondents Monitoring living and working conditions in the EU European Quality of Life Survey ‘03, ‘07, ’11, (‘16) European Company Survey ’05, ’09, ‘13 EurWORK: European Observatory of Working Life EMCC: European Monitoring Centre on Change
Citation preview
Coordinating the Network of EU Agencies 2015
Workplace practices in European companiesFindings from the 3rd European Company Survey
Stavroula Demetriades, Senior Programme Manager, Eurofound
ILO, AICESIS, SER ConferenceThe Hague, 29-30 October 2015
03/05/23 1
Coordinating the Network of EU Agencies 2015
Eurofound
• A tripartite European agency• Established in 1975 • Comparative socio-economic
research• Budget of ca. € 21m• 115 people in Dublin and
Brussels combined
Coordinating the Network of EU Agencies 2015
Information sources
European Working Conditions Survey
’91, ’95, ‘00, ‘05, ’10, ‘15
European network of correspondents
Monitoring living and working conditions
in the EU
European Quality of Life Survey ‘03, ‘07, ’11, (‘16)
European Company Survey ’05, ’09, ‘13
EurWORK: European Observatory of Working Life EMCC: European Monitoring Centre on Change
Coordinating the Network of EU Agencies 2015
European Company Survey
• Conducted in 2013• Data at establishment level from managers and
employee representatives• Workplace practices with regard to – work organisation– human resource management– direct employee participation – workplace social dialogue
03/05/23 4
Coordinating the Network of EU Agencies 201503/05/23 5
Employee participation and
social dialogue
Work organisation
Human resource management
Collaboration and outsourcing
Internal organisation and information
management
Decision-making on daily tasks
Recruitment, employment and
career development
Training
Working time flexibility
Variable pay
Direct employee participation
Workplace social dialogue
Three main topics
Coordinating the Network of EU Agencies 2015
Workplace social dialogue
• Social dialogue is shaped by the cultural, institutional and economic developments in its national setting, affecting the types of actors and their roles in the process of social dialogue
• National experts (EIRO) were consulted to construct questions about the structure of social dialogue
• The chapter in our overview report outlines:– the incidence of employee representation structures – the characteristics of these structures, – the resources and information available to the employee representation– the level of involvement and influence – trust and conflict (industrial action)
03/05/23 6
Coordinating the Network of EU Agencies 2015
Workplace compliance
Workplace
National legislator
Inspectors
Departments
Tripartite bodies (eg SER)
Social partners
Statistical services Research institutes
EU/InternationalBodies (eg ILO)
The context
Coordinating the Network of EU Agencies 2015
Presence of an official structure for employee representation
8
Coordinating the Network of EU Agencies 2015
Time for employee representation duties,by size
9
Coordinating the Network of EU Agencies 2015
Availability of training and external advice, by sector
10
03/05/23 11
Coordinating the Network of EU Agencies 2015
Level of involvement as reported by manager and employee representative
12
Coordinating the Network of EU Agencies 2015
Level of influence, by topic
13
Coordinating the Network of EU Agencies 2015
Employee representation and influence on management decisions on OSH by size
14
Coordinating the Network of EU Agencies 2015
Work climateWork climate
• Good or very good: 84% of managers, 67% ER• Size matters: management & ER more likely to both
report good climate in small establishments (62%) than in large and medium (both 50%)
• Country differences• Climate change in the last 3 years– Managers: 31% improved, 13% worsened– ER: 24% improved, 26% worsened– Crisis countries data show deterioration of climate
Coordinating the Network of EU Agencies 2015
Trust
03/05/23 16
Coordinating the Network of EU Agencies 2015
Industrial action Industrial action
• Industrial action is not a strong feature of our times• 16% ER report some action
• Reasons? General industrial or social conflicts (and not establishment-specific)
• More prevalent in large (28%) rather that in medium (19%) or small establishments(13%) – Crisis countries..
• Most affected sector: Industry
Coordinating the Network of EU Agencies 2015
Combining social dialogue practices: four types of workplaces (1)
• In the ‘Extensive and trusting’ type (39% of establishments), employee representatives are well resourced and highly involved, levels of trust are high, and industrial action is rare.
• In the ‘Moderate and trusting’ type (26% of establishments), employee representatives are moderately resourced and involvement and influence are limited; nevertheless, levels of trust are high.
• In establishments of the ‘Extensive and conflictual’ type (25% of establishments), employee representatives report to be well resourced and highly involved and have moderate levels of influence; however, levels of trust are low, and industrial action is relatively prevalent.
• In establishments of the ‘Limited and conflictual’ type, employee representatives lack resources and information and have little influence. Levels of trust are low, and industrial action is relatively common.
03/05/23 18
Coordinating the Network of EU Agencies 2015
Combining social dialogue practices: four types of workplaces (2)
• The ‘Moderate and trusting’ type is more prevalent in smaller establishments• The ‘Extensive and conflictual’ type is more prevalent in larger establishments• The ‘Extensive and trusting’ and ‘Moderate and trusting’ types are more
prevalent in the services sectors than in construction, industry and transport. – The transport sector stands out with a relatively high proportion of establishments of the
‘Extensive and conflictual type’
• Country differences are large but there is no clear-cut pattern, except that both conflictual types of social dialogue are a lot more prevalent in Portugal and Spain than in the other countries
03/05/23 19
Coordinating the Network of EU Agencies 2015
Workplace well-being and establishment performance of different types of organisation in terms of social dialogue
03/05/23 20
Coordinating the Network of EU Agencies 2015
Limited & conflictual
Extensive & trusting
Extensive & conflictual
Moderate & Trusting
Coordinating the Network of EU Agencies 2015
Conclusions and policy pointers (1)
• Analysis identified four groups of companies, two of which – ‘extensive and trusting’ and ‘moderate and trusting – score better on establishment performance and workplace wellbeing.
• Practices with regard to social dialogue tend to be more strongly associated with differences in performance and well-being than the practices with regard to work organisation and HRM practices studied in the other sections of the report.
• Trust (and the absence of conflict) are more strongly associated with performance and well-being than employee representative resources and levels of involvement and influence
03/05/23 22
Coordinating the Network of EU Agencies 2015
Conclusions and policy pointers (2)
• Win-win outcomes are not self-evident even when favourable practices are in place.– Further research into conditions under which the implementation of certain
bundles of practices is positively associated with win-win outcomes
• Differences between and within countries on the incidence of bundles of practices suggest that institutions and context matter
• Policy learning should be encouraged and should include sectoral initiatives and awareness raising campaigns targeted at managers and workers
03/05/23 23
Coordinating the Network of EU Agencies 2015
Combining workplace practices: five groups of establishments
• Systematic and involving (30%)– top-down, highly structured internal organisation, high investment in HRM, extensive
practices for direct and indirect participation• Externally oriented (25%)
– top-down, moderately structured internal organisation, outward looking, moderate investment in HRM, little direct and indirect participation
• Top-down and autonomous (21%)– top-down, highly structured internal organisation, self-sufficient, moderate
investment in HRM, moderately supported direct and indirect participation• Interactive and involving (12%)
– joint approach to decision-making, moderately structured internal organisation, limited investment in HRM but extensive practices for direct and indirect participation
• Passive management (12%)– top-down, moderately structured internal organisation, but hardly any HRM, and little
direct and indirect participation
03/05/23 24
Coordinating the Network of EU Agencies 201503/05/23 25
Well-being and performance of the five groups of establishments
Coordinating the Network of EU Agencies 2015
Promoting workplace compliance
• Workplace compliance would require the presence of institutions at the workplace level (as well as above)
• ECS findings show that employee representatives are present in 1/3 of establishments
• Certain workplace practices are more likely to be linked with performance and well-being
• Creating an environment that is conducive to such workplace practices is important
• Role of Information & consultation and ER influence on workplace issues, such as OSH, working time
• Policy makers should be aware of variability of social dialogue functioning; country and size (see small companies) differences –national context & institutions do matter
Coordinating the Network of EU Agencies 201503/05/23 27
Coordinating the Network of EU Agencies 2015
Thank you for your attention!
03/05/23 28