Publications by subject - Participation at work - 2012

This document comprises two annexes to the report Work organisation and innovation. Annex 1: Summary of some major public policy initiatives related to innovations in HPWPs. Annex 2: Interview guides for human resources or lead managers, senior managers, line managers, employees representatives, and employees.

Innovations in work organisation have the potential to optimise production processes in companies and improve employees’ overall experience of work. This report explores the links between innovations in work organisation – under the broader label of high performance work practices (HPWPs) – and the potential benefits for both employees and organisations. It draws on empirical evidence from case studies carried out in 13 Member States of the European Union where workplace innovations have resulted in positive outcomes. Read more in the report.

Innovations in work organisation have the potential to optimise production processes in companies and improve employees’ overall experience of work. This report explores the links between innovations in work organisation – under the broader label of high performance work practices (HPWPs) – and the potential benefits for both employees and organisations. It draws on empirical evidence from case studies carried out in 13 Member States (Belgium, Denmark, Finland, France, Germany, Ireland, Italy, Netherlands, Poland, Portugal, Slovenia, Spain, UK) of the European Union where workplace innovations have resulted in positive outcomes. An executive summary and annexes are also available.

This reports consists of: a presentation of the ECS 2009 together with a review of similar but national surveys as well as the use of EU-wide surveys more generally; the coverage and findings of the ECS in relation to current European Union policy objectives, notably those set out in Europe 2020; a discussion of secondary analyses undertaken by Eurofound researchers or on their behalf by outside researchers, and the results of independent research work undertaken using ECS 2009 data; a review of the relevant existing knowledge concerning the subjects to be addressed in the next European Company Survey (2013), namely new forms of work organisation and partnership, high-performance work systems, best practice human resource management techniques, and workplace innovation and flexibility. A final section summarises the conclusions of the report and offers recommendations for the future.

Alcohol and drugs represent a serious problem for a significant percentage of the working population (5%–20% of workers), especially in some sectors and occupations. Consumption of alcohol and drugs at work can have negative impacts for individuals and organisations in terms of health problems, more short-term absenteeism, reduced performance, conflicts, more work accidents, company image problems, and damage to equipment or products. Public authorities and social partners in EU countries have developed national legislation and agreements banning/limiting alcohol/drug use at work, with a focus on testing practices intended to control usage. Public authorities and social partners have also adopted various policy measures to prevent and combat the negative effects of alcohol and drug use at work. Read more in the report.

Around one third (34%) of workplaces with 10 or more employees have a trade union or works council body in place. Considerable variation exists between countries: the rate is above 55% in Denmark, Sweden and Finland but below 20% in countries such as Turkey, Greece and Portugal. Substantial variations also exist depending on industry sector and workplace size. Many of these characteristics are related to the presence or absence of a trade union or works council. Workplace representation is more prevalent in countries where national or sectoral bargaining dominates. It is also higher in countries with more extensive levels of legislative support for workplace representation. An executive summary is available.

How does social dialogue function in practice, what forms of representation exist and how well do they function? Eurofound’s 2009 European Company Survey (ECS) provides rich data from 30 countries to explore these questions. This report takes ECS and other data sources and looks at factors that influence the path social dialogue takes in a company, in particular regarding works councils and trade unions; company size, company age, the nature of the product or service delivered, employer choices and the composition of the workforce are all relevant factors. The larger framework also has an impact, for example how much national governments intervene in social dialogue and at what level negotiations take place. Read more in the report.

Companies need flexibility to respond to changing consumer demand, or to a new regulatory or competitive environment. This can often be controversial, especially when it involves flexibility in relation to such matters as pay, working time arrangements, contractual status and the organisation of work. This fact sheet forms part of the Eurofound resource pack 'Unleashing the potential – Flexibility in European companies'. The pack explores the flexibility strategies used at national and company level and their impact on employees.

Each company has their own reasons for applying a particular organisation of work and practices. Flexibility practices are usually not single measures but a package which suits the company, and which is placed into a national (and European) context and social infrastructure, as well as in national/sectoral traditions of social dialogue. This fact sheet forms part of the Eurofound resource pack 'Unleashing the potential – Flexibility in European companies'. The pack explores the flexibility strategies used at national and company level and their impact on employees.

Since the start of the recession in 2008, European enterprises have faced a significant decrease in demand that has required the development of new strategies to survive the crisis and return to growth. This fact sheet forms part of the Eurofound resource pack 'Unleashing the potential – Flexibility in European companies'. The pack explores the flexibility strategies used at national and company level and their impact on employees.

Working time flexibility is the most widespread form of flexibility practice. Various types of working time flexibility practices are being used in European companies. This fact sheet forms part of the Eurofound resource pack 'Unleashing the potential – Flexibility in European companies'. The pack explores the flexibility strategies used at national and company level and their impact on employees.

Increased internationalisation of competition has created pressure from employers for flexibility or variation in pay. This affects both the process of wage regulation, particularly through collective bargaining, and pay outcomes. This fact sheet forms part of the Eurofound resource pack 'Unleashing the potential – Flexibility in European companies'. The pack explores the flexibility strategies used at national and company level and their impact on employees.