VIEWS: 2 PAGES: 19 POSTED ON: 3/29/2011
TRENDS IN WORK ORGANISATION AND WORKING CONDITIONS – EWCS DATA October 2008 Nathalie Greenan Ekaterina Kalugina Emmanuelle Walkowiak Objectives Mapping work organisation in Europe through key synthetic indicators that are relevant to catch up different dimensions of work Measure trends in work organisation between 1995 et 2005 in 15 European countries and between 2001 and 2005 in 12 New Member States European Surveys on Working Conditions (European Foundation for the Improvement of Living and Working Conditions) Data for 1995 and 2000 for 15 European countries. Data for 2001 for 12 acceding and candidate countries. Data for 2005 for 27 European countries Provide an overview of the state of working conditions and the content of work throughout Europe at each date: cross section sample of individuals. Surveys cover the active population, i.e. persons that at the time of the interview were either salaried employees or self-employed Methodological approach Deal with the richness of data and measure trends →Focus on three key dimensions of work to assess changes in work organisation Explain heterogeneity across European countries →Measuring regional and individual effects (multilevel model) Three key dimensions of work QUALITY OF WORKING CONDITIONS WORK INTENSITY WORK COMPLEXITY Quality of working conditions Breathing in vapours, handling dangerous products; Radiation, painful or tiring positions Exposure to vibrations, noise, high/low temperatures; Carrying or moving heavy loads Repetitive hand or arm movements Wearing personal protective equipment Harassment and discrimination at work EU-15 NMS-12 1995-2005 1995-2000 2000-2005 2001-2005 Quality of working conditions Good physical working conditions versus Bad physical working conditions Change in quality of working conditions EU-15: 1995-2005 NMS-12: 2001-2005 Work intensity Repetitive tasks of less than 10 minutes Working at very high speed Working to tight deadlines Pace of work dependent on: -Work done by colleagues -Direct demands from people -Numerical production targets -Automatic speed of a machine -Direct control of boss Having enough time to get the job done EU-15 NMS-12 1995-2005 1995-2000 2000-2005 2001-2005 Intensity of technical constraints Intensity of market constraints Work intensity: technical constraints High work intensity in an industrial environment versus Low work intensity in a non industrial environment Change in intensity of technical constraints EU-15: 1995-2005 NMS-12: 2001-2005 Work intensity: market constraints High work intensity in market-driven environment (direct demands from people like customers, clients) versus Low work intensity in non-market environment Change in intensity of market constraints EU-15: 1995-2005 NMS-12: 2001-2005 Work complexity Main job involve: Meeting precise quality standards Self-assessment of the quality of work Problem solving Monotonous tasks Learning new things Complex tasks Possibility of choosing or changing the order of tasks and methods of work Work complexity Knowledge-based economy: Increase in work complexity? EU-15 1995 2000 2005 Does you main paid job involve… …complex tasks 59 56 58 …learning new things 76 70 70 Are you able to choose of change… …order of tasks 66 64 63 …methods of work 72 70 67 EU-15 NMS-12 1995-2005 1995-2000 2000-2005 2001-2005 Work complexity Complex task, Learning, Discretion versus Routine tasks, No Learning, No Discretion Change in the degree of work complexity EU-15: 1995-2005 NMS-12: 2001-2005 A paradox: the decrease in complexity? A negative residual effect in the evolution of complexity, measured with a multilevel model that takes into account characteristices of workers and countries This effect is all the more important that structural evolutions (by age, occupations, education) should favour an increase in complexity Conclusions In 15 EU countries between 1995 and 2005: Significant DECREASE in work complexity even after controlling for micro and macro characteristics Significant INCREASE in intensity of technical constraints Significant DECREASE of market constraints after controlling for micro and macro characteristics Significant DECREASE in quality of working conditions What can explain “work complexity paradox”?
Pages to are hidden for
"TITLE intensity"Please download to view full document