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Employment and Social Developments in Europe 2014
Learning organisations is mostly coupled of Learning organisations decreased 5.4. Complementing
with an increase in Tayloristic organisa- substantially between 2000 and 2005, technological innovation
tions. In France and the Czech Repub- with some reverse trend in the case with workplace innovation
lic Learning organisations decreased, of professionals between 2005 and
replaced by an increasing proportion 2010. In contrast, Lean organisations Section 4 indicated how the ongoing
of Tayloristic and Simple organisations. have become more prominent. From technology change can create new
On the other hand, Learning and Simple 2000 to 2005, an increasing share of opportunities for jobs and growth.
forms of work organisation are replaced clerks and service and sale workers The interaction between knowledge,
by Lean and Tayloristic in Hungary and worked in Learning organisations, but innovation and education is seen to
Bulgaria. In Greece, Simple types of this trend was reversed in 2005 and be a key driver of productivity growth
89
organisations are replaced by Tayloristic. the share of Lean and Tayloristic work in a knowledge-based economy( ).
organisations increased. This is not However, for the knowledge-based
Finally, in Slovakia, Spain and the the case for technicians and associate potential to materialise, the knowledge
United Kingdom there were no sub professionals, for whom nothing much triangle has to be complemented by
-
stantial changes in the proportion of changed over the period, except perhaps forms of work organisation that use
the four types of organisations between for some decrease in the proportion workers’ human capital to their fullest
2000 and 2010 (Annex 4, Table A4.4). of Tayloristic organisations. By 2010, (e.g. Totterdill, 2014).
a higher share of low-skilled manual
5.3.2. Different trends workers, those working in plants, Section 4 also indicated how structural
across economic sectors assemblers, machine operators and changes can pose challenges since
between 2000 and 2010 those in elementary occupations were the nature of knowledge work differs
working in Simple organisations than markedly from routine work. In modern
Trends are also different across sec- in 2000. High-skilled manual workers, knowledge-based tasks, existing work-
tors (Annex 4, Table A4.5). In the public such as craft and related trade work- ing arrangements that were functional
utilities, financial intermediation, trans- ers are primarily in Lean organisations in the manufacturing industry or cleri-
port and communication and hospitality (38 % in 2010). The share has consist- cal organisation such as vertical deci-
sectors there was a marked increase in ently increased since 2000. sion structures, Tayloristic division of
the number of Learning organisations tasks, repetition of work items, low level
and a decrease of Lean organisations 5.3.4. A decrease of autonomy, strict time management
between 2000 and 2005, followed by the in Learning organisations and high levels of intrusive control, may
exact opposite trend over the next five in smaller establishments no longer result in higher productivity.
years. For example, from 2000 to 2005, Success in modern knowledge-based
the share of Learning organisations in The biggest decrease (3 pps) in the share tasks is likely to rely more on the possi-
public utilities increased by more than of workers in of Learning organisations bility of choosing to do what one is best
5 pps and the share of Lean organisa- between 2000 and 2010 occurred in at, a lack of interruptions and strong
tions decreased by almost 10 pps. In the smaller establishments, which switched personal motivation.
following five years, the share of Learn- to Lean organisations and to a certain
ing organisations decreased by over extent also to Tayloristic organisations Future developments in ICT and KETs
7 pps, compensated by a 5 pps increase (Annex 4, Table A4.7). The strongest are likely to affect work organisation
in the proportion of Lean organisations. increase in the share of Lean organisa- internally (e.g. generating virtual worker-
The retail industry changed work organi - tions (6 pps) occurs in the biggest com- worker interactions) and externally
sation from Learning to mostly Lean and panies, though in this case the increase in (e.g. greater outsourcing of tasks), while
Tayloristic organisations, with the share the number of Lean organisations is due the production of new KETs-based prod-
of the latter increasing by almost 5 pps. to a shift from Simple (down by 5 pps) ucts and services may pose new occu-
In the construction sector there was rather than from Learning organisations. pational hazards (e.g. through the use
a shift towards Lean and Tayloristic work of microorganisms), all with a potential
organisations, especially in the first five 5.3.5. Trends across impact on productivity and labour market
years, though this trend appears to have different levels of seniority participation (e.g. EU-OHSA, 2013).
halted now. In mining and manufactur-
ing, a slight shift towards Lean organisa - In 2010, new workers (one year or less Finally, the impact of changes in work
tions forms can be seen. in a company) were less likely to find organisation on earnings distribution
employment in Learning organisations will also be affected by firms’ human
5.3.3. Different trends and more likely to find employment in resource policies. Indeed, if firms
across occupations Lean organisations, and to a smaller encourage training they could promote
between 2000 and 2010 extent Tayloristic organisations, com - their workers at the bottom end of the
pared to 2005 and 2000 (Annex 4, Table occupational or skill structure up to
Trend developments in work organisa- A4.8), although Learning organisations higher levels, rather than hiring new
tion across occupations are also dif- still represent the highest share. In con- already-trained workers (e.g. Aghion
ferent (Annex 4, Table A4.6). Among trast, the shares across the four different et al., 1999).
high-skilled clerical workers such as leg- types of organisations did not change
islators, managers, senior officials and over the period for workers with two or ( ) I.e. the so-called ‘knowledge triangle’
89
professionals, the relatively high share more years of experience. (see also http://ec.europa.eu/
education/policy/higher-education/
knowledge-innovation-triangle_en.htm).
162
Learning organisations is mostly coupled of Learning organisations decreased 5.4. Complementing
with an increase in Tayloristic organisa- substantially between 2000 and 2005, technological innovation
tions. In France and the Czech Repub- with some reverse trend in the case with workplace innovation
lic Learning organisations decreased, of professionals between 2005 and
replaced by an increasing proportion 2010. In contrast, Lean organisations Section 4 indicated how the ongoing
of Tayloristic and Simple organisations. have become more prominent. From technology change can create new
On the other hand, Learning and Simple 2000 to 2005, an increasing share of opportunities for jobs and growth.
forms of work organisation are replaced clerks and service and sale workers The interaction between knowledge,
by Lean and Tayloristic in Hungary and worked in Learning organisations, but innovation and education is seen to
Bulgaria. In Greece, Simple types of this trend was reversed in 2005 and be a key driver of productivity growth
89
organisations are replaced by Tayloristic. the share of Lean and Tayloristic work in a knowledge-based economy( ).
organisations increased. This is not However, for the knowledge-based
Finally, in Slovakia, Spain and the the case for technicians and associate potential to materialise, the knowledge
United Kingdom there were no sub professionals, for whom nothing much triangle has to be complemented by
-
stantial changes in the proportion of changed over the period, except perhaps forms of work organisation that use
the four types of organisations between for some decrease in the proportion workers’ human capital to their fullest
2000 and 2010 (Annex 4, Table A4.4). of Tayloristic organisations. By 2010, (e.g. Totterdill, 2014).
a higher share of low-skilled manual
5.3.2. Different trends workers, those working in plants, Section 4 also indicated how structural
across economic sectors assemblers, machine operators and changes can pose challenges since
between 2000 and 2010 those in elementary occupations were the nature of knowledge work differs
working in Simple organisations than markedly from routine work. In modern
Trends are also different across sec- in 2000. High-skilled manual workers, knowledge-based tasks, existing work-
tors (Annex 4, Table A4.5). In the public such as craft and related trade work- ing arrangements that were functional
utilities, financial intermediation, trans- ers are primarily in Lean organisations in the manufacturing industry or cleri-
port and communication and hospitality (38 % in 2010). The share has consist- cal organisation such as vertical deci-
sectors there was a marked increase in ently increased since 2000. sion structures, Tayloristic division of
the number of Learning organisations tasks, repetition of work items, low level
and a decrease of Lean organisations 5.3.4. A decrease of autonomy, strict time management
between 2000 and 2005, followed by the in Learning organisations and high levels of intrusive control, may
exact opposite trend over the next five in smaller establishments no longer result in higher productivity.
years. For example, from 2000 to 2005, Success in modern knowledge-based
the share of Learning organisations in The biggest decrease (3 pps) in the share tasks is likely to rely more on the possi-
public utilities increased by more than of workers in of Learning organisations bility of choosing to do what one is best
5 pps and the share of Lean organisa- between 2000 and 2010 occurred in at, a lack of interruptions and strong
tions decreased by almost 10 pps. In the smaller establishments, which switched personal motivation.
following five years, the share of Learn- to Lean organisations and to a certain
ing organisations decreased by over extent also to Tayloristic organisations Future developments in ICT and KETs
7 pps, compensated by a 5 pps increase (Annex 4, Table A4.7). The strongest are likely to affect work organisation
in the proportion of Lean organisations. increase in the share of Lean organisa- internally (e.g. generating virtual worker-
The retail industry changed work organi - tions (6 pps) occurs in the biggest com- worker interactions) and externally
sation from Learning to mostly Lean and panies, though in this case the increase in (e.g. greater outsourcing of tasks), while
Tayloristic organisations, with the share the number of Lean organisations is due the production of new KETs-based prod-
of the latter increasing by almost 5 pps. to a shift from Simple (down by 5 pps) ucts and services may pose new occu-
In the construction sector there was rather than from Learning organisations. pational hazards (e.g. through the use
a shift towards Lean and Tayloristic work of microorganisms), all with a potential
organisations, especially in the first five 5.3.5. Trends across impact on productivity and labour market
years, though this trend appears to have different levels of seniority participation (e.g. EU-OHSA, 2013).
halted now. In mining and manufactur-
ing, a slight shift towards Lean organisa - In 2010, new workers (one year or less Finally, the impact of changes in work
tions forms can be seen. in a company) were less likely to find organisation on earnings distribution
employment in Learning organisations will also be affected by firms’ human
5.3.3. Different trends and more likely to find employment in resource policies. Indeed, if firms
across occupations Lean organisations, and to a smaller encourage training they could promote
between 2000 and 2010 extent Tayloristic organisations, com - their workers at the bottom end of the
pared to 2005 and 2000 (Annex 4, Table occupational or skill structure up to
Trend developments in work organisa- A4.8), although Learning organisations higher levels, rather than hiring new
tion across occupations are also dif- still represent the highest share. In con- already-trained workers (e.g. Aghion
ferent (Annex 4, Table A4.6). Among trast, the shares across the four different et al., 1999).
high-skilled clerical workers such as leg- types of organisations did not change
islators, managers, senior officials and over the period for workers with two or ( ) I.e. the so-called ‘knowledge triangle’
89
professionals, the relatively high share more years of experience. (see also http://ec.europa.eu/
education/policy/higher-education/
knowledge-innovation-triangle_en.htm).
162
