Page 160 - ePaper
P. 160
Employment and Social Developments in Europe 2014
However, technological change, glo- stereotyping, discrimination and stig- The section then discusses future chal-
balisation, demographic ageing and matisation and reducing the informal lenges with respect to workplace learn-
the greening of the economy can have economy; strengthening the capacity to ing. It ends by examining how expanding
significant negative implications for job anticipate and assess risks to job qual- global values chains will affect work
quality, including: rendering jobs obso- ity structural changes and strengthen- organisation, focusing on risks related to
lete (just below 50 % according to some ing health and safety at work legislation; the global restructuring of value chains,
authors), skill erosion, stronger job inse- promoting effective social dialogue at the virtual collaboration across time
curity, longer or uncertain (e.g. zero hour all levels and with non-EU partners and zones and the absence of multi-layered
jobs) working hours, lower wages, new increasing employees’ empowerment social dialogue.
and unknown health and safety risks, to identify improvements to job quality.
and polarisation (i.e. non-equitable dis- These will strengthen labour allocation 5.1. Work organisations
tribution of the gains in job quality with efficiency with a positive impact on pro- differ across sectors,
low to middle skills losing out and larger ductivity and labour market participation. occupations and
gender imbalances). These may in turn Member States
have adverse feedback on productivity 5. Modernising work
and labour market participation. organisation to Analysis of EWCS 2010 data shows that
foster productivity
Therefore, to realise the full potential of growth work organisation varies across economic
sectors and occupational categories,
the ongoing structural changes, allow more than by company size or its age
workers to benefit from the opportuni- This section looks at the distribution of and gender composition. Chart 22 shows
ties generated and correct any adverse different types of work organisations large differences in work organisation
85
challenges will require relevant labour across sectors, occupations and Mem- across sectors in 2010 ( ). The Learning
market reforms. These should allow ber States, and its evolution in recent form is more prevalent in the financial
workers to transit to jobs of better qual- years. It describes differences in job intermediation and public utility sectors
ity in a flexible but secure way, increas- quality associated with different forms and the Lean form is less common in
ing workers’ receptivity to innovations of work organisation in the EU. It then the wholesale and retail, transport and
and changes in work organisation. Given explores how work organisation( ) can communication and hospitality sectors.
84
the polarisation effects of skill-biased be shaped to increase productivity and Chart 23 shows large differences in
technological progress in combination labour market participation under the work organisation across occupations
with globalisation, ageing and greening, continuous pressure of ongoing struc- in 2010. Learning forms are especially
well-targeted policies will need to ensure tural changes (technological progress, characteristic of the work of profession-
that costs and benefits are more equita - globalisation, demographic change and als, technicians and senior managers, but
bly distributed. the greening of the economy). It looks also of 31 % of craft workers, 20 % of
at how stimulating creativity and fos- plant and machine operators and 18 % of
83
These policies include( ): implement- tering exchanges between workers can elementary occupations. The Lean form
ing active labour market policies such prevent stress and help maintain good is more frequent for senior managers
as better profiling, job searching assis- physical and mental health, while at the (41 %) and skilled blue-collar workers
tance and connection between employ- same time improving productivity and (38 %). A high proportion of blue-collar
ment services; improving access to innovation capacity. It sees how special workers are employed in Tayloristic
life-long learning and on-the-job train- arrangements can be implemented to forms of work organisation. Service and
ing; strengthening labour laws and social accommodate older workers, workers sale workers, clerks and unskilled work-
security provisions (including portability with disabilities or certain diseases, and ers mainly work in Traditional or Simple
of benefits); eliminating gender and age workers with family responsibilities. work organisations.
84
83
( ) Apart from other structural measures that ( ) In this chapter, work organisation refers
are not directly related to labour markets, to processes and relationships, including
such as fragmentation of credit markets worker-worker as well as worker-
85
and access of SMEs, strengthening of single management interactions and workplace ( ) See section 2.2 for more details on different
market and trans-European networks. learning. forms of work organisation.
158
However, technological change, glo- stereotyping, discrimination and stig- The section then discusses future chal-
balisation, demographic ageing and matisation and reducing the informal lenges with respect to workplace learn-
the greening of the economy can have economy; strengthening the capacity to ing. It ends by examining how expanding
significant negative implications for job anticipate and assess risks to job qual- global values chains will affect work
quality, including: rendering jobs obso- ity structural changes and strengthen- organisation, focusing on risks related to
lete (just below 50 % according to some ing health and safety at work legislation; the global restructuring of value chains,
authors), skill erosion, stronger job inse- promoting effective social dialogue at the virtual collaboration across time
curity, longer or uncertain (e.g. zero hour all levels and with non-EU partners and zones and the absence of multi-layered
jobs) working hours, lower wages, new increasing employees’ empowerment social dialogue.
and unknown health and safety risks, to identify improvements to job quality.
and polarisation (i.e. non-equitable dis- These will strengthen labour allocation 5.1. Work organisations
tribution of the gains in job quality with efficiency with a positive impact on pro- differ across sectors,
low to middle skills losing out and larger ductivity and labour market participation. occupations and
gender imbalances). These may in turn Member States
have adverse feedback on productivity 5. Modernising work
and labour market participation. organisation to Analysis of EWCS 2010 data shows that
foster productivity
Therefore, to realise the full potential of growth work organisation varies across economic
sectors and occupational categories,
the ongoing structural changes, allow more than by company size or its age
workers to benefit from the opportuni- This section looks at the distribution of and gender composition. Chart 22 shows
ties generated and correct any adverse different types of work organisations large differences in work organisation
85
challenges will require relevant labour across sectors, occupations and Mem- across sectors in 2010 ( ). The Learning
market reforms. These should allow ber States, and its evolution in recent form is more prevalent in the financial
workers to transit to jobs of better qual- years. It describes differences in job intermediation and public utility sectors
ity in a flexible but secure way, increas- quality associated with different forms and the Lean form is less common in
ing workers’ receptivity to innovations of work organisation in the EU. It then the wholesale and retail, transport and
and changes in work organisation. Given explores how work organisation( ) can communication and hospitality sectors.
84
the polarisation effects of skill-biased be shaped to increase productivity and Chart 23 shows large differences in
technological progress in combination labour market participation under the work organisation across occupations
with globalisation, ageing and greening, continuous pressure of ongoing struc- in 2010. Learning forms are especially
well-targeted policies will need to ensure tural changes (technological progress, characteristic of the work of profession-
that costs and benefits are more equita - globalisation, demographic change and als, technicians and senior managers, but
bly distributed. the greening of the economy). It looks also of 31 % of craft workers, 20 % of
at how stimulating creativity and fos- plant and machine operators and 18 % of
83
These policies include( ): implement- tering exchanges between workers can elementary occupations. The Lean form
ing active labour market policies such prevent stress and help maintain good is more frequent for senior managers
as better profiling, job searching assis- physical and mental health, while at the (41 %) and skilled blue-collar workers
tance and connection between employ- same time improving productivity and (38 %). A high proportion of blue-collar
ment services; improving access to innovation capacity. It sees how special workers are employed in Tayloristic
life-long learning and on-the-job train- arrangements can be implemented to forms of work organisation. Service and
ing; strengthening labour laws and social accommodate older workers, workers sale workers, clerks and unskilled work-
security provisions (including portability with disabilities or certain diseases, and ers mainly work in Traditional or Simple
of benefits); eliminating gender and age workers with family responsibilities. work organisations.
84
83
( ) Apart from other structural measures that ( ) In this chapter, work organisation refers
are not directly related to labour markets, to processes and relationships, including
such as fragmentation of credit markets worker-worker as well as worker-
85
and access of SMEs, strengthening of single management interactions and workplace ( ) See section 2.2 for more details on different
market and trans-European networks. learning. forms of work organisation.
158
