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Arbejdsorganisering
Arbejdsorganisation refererer til, hvordan arbejdet planlægges, opdeles, koordineres og styres inden for virksomheder – herunder jobdesign, opgavefordeling, planlægning, arbejdstempo, procedurer og beslutningstagning. Eurofound undersøger dette gennem to perspektiver. Den Europæiske Arbejdsmarkedsundersøgelse (EWCS) indfanger medarbejderes erfaringer og dækker opgavediskretion, tempodeterminanter, teamwork og kognitive krav. Den Europæiske Virksomhedsundersøgelse (ECS) følger arbejdspladspraksisser rapporteret af ledelsen og dækker arbejdsdeling, brug af (selvstyrede) teams, hierarkiniveauer og direkte medarbejderdeltagelse i beslutningstagning. Begge undersøgelser forbinder arbejdsorganisationen med andre dimensioner – jobkvalitet og medarbejdertrivsel i EWCS samt digitalisering, kompetenceanvendelse, medarbejderstemme, arbejdspladstrivsel og etableringspræstationer i ECS. Denne forskning beriges yderligere af kvalitative data, der viser, hvordan hybridarbejde, AI og algoritmisk ledelse omformer arbejdsorganisationen.
Find det nyeste indhold om dette emne nedenfor.
Overgangen til hybridarbejde: Ledelsesudfordringer - Digital historie
Denne digitale historie præsenterer hovedresultater om, hvordan hybridt arbejde omformer ledelsespraksis på linjelederniveau: Hvorfor hybridt arbejde kræver nye former for koordinering; Hvordan ledere opretholder synlighed og tilsyn med præstationer uden fysisk sam-tilstedeværelse; Hvad der opretholder teamets sammenhængskraft og trivsel på tværs af spredte teams; Hvordan lige adgang til information og muligheder kan sikres; Hvor politisk vejledning eller støtte er mest nødvendig.Overgangen til hybridt arbejde: Ledelsesudfordringer
COVID-19-pandemien fremskyndede overgangen til hybridarbejde, hvor medarbejderne deler deres tid mellem fjernarbejde og on-site. Selvom denne model tilbyder større fleksibilitet, medfører den også nye udfordringer for linjeledere og andre ledere. Denne rapport undersøger, hvordan hybridarbejde omformer arbejdsorganisationen og påvirker daglige ledelsespraksisser på linjelederniveau med fokus på ændringer i koordinering, kommunikation, performance management og medarbejdertrivsel.Algoritmisk ledelse på europæiske arbejdspladser: Konsekvenser for arbejdsorganisation og arbejdsvilkår
Denne undersøgelse præsenterer en sekundær analyse af data fra Eurofounds syvende europæiske arbejdsforholdsundersøgelse (EWCS 2024), som undersøger udbredelsen af digitale teknologier på moderne arbejdspladser og udbredelsen af algoritmiske ledelsespraksisser. Ved at koble medarbejdernes rapporterede eksponering for computerprogrammer, der overvåger præstation, fordeler opgaver og planlægger arbejde, med indikatorer for jobkvalitet, vurderer analysen, hvordan teknologien omformer arbejdet. Den identificerer også forskellige medarbejderprofiler baseret på mønstre i brugen af digital teknologi og de karakteristika, der er forbundet med hver profil. Resultaterne vil informere politikudvikling, der sigter mod at fremme højkvalitetsjob på stadigt mere digitale arbejdspladser.Dette er et udvalg af de vigtigste resultater for dette emne.
27 August 2026
Overgangen til hybridt arbejde: Ledelsesudfordringer
11 November 2025
The hybrid workplace: Ensuring benefits for workers and organisations
25 May 2023
Hybrid work in Europe: Concept and practice
The term ‘hybrid work’ was popularised with the upsurge of telework during the COVID-19 pandemic, when companies and employees started to discuss ways of organising work after the crisis. The term has been increasingly used to refer to situations in which (teleworkable) work is carried out from two sites: at the usual place of work (normally the employer’s premises) and from home (as experienced during the pandemic) or other locations. However, the concept of hybrid work is still fuzzy and various meanings are attributed to it. This report aims to bring clarity to this concept by exploring the available information from two main sources: recent literature and contributions provided by the Network of Eurofound Correspondents from across the European Union. It summarises the main debates around hybrid work in the Member States and shows how hybrid work has been implemented in practice across Europe. The main hindrances, challenges, benefits and opportunities of hybrid work are also discussed.
9 December 2021
Business not as usual: How EU companies adapted to the COVID-19 pandemic
This report aims to support European businesses in navigating the challenges of the COVID-19 pandemic. The focus is on workplace practices and features that have helped establishments across the EU to develop operational resilience while keeping employees and customers safe. The report investigates how EU establishments initially reacted to the external shock brought about by the outbreak of the pandemic and how they subsequently adapted their workplaces. It also explores the impact of the pandemic on the health and well-being of workers and how the COVID-19 outbreak and subsequent disruptions affected business operations and work organisation.
24 October 2021
Digitisation in the workplace
Research into the transformative potential of the digital revolution tends to take a quantitative approach in an attempt to monitor changes in employment levels due to digitalisation. The fear of potential job losses and negative disruption brought about by digital technologies has permeated the policy debate on digitalisation. In contrast, this report, based on case study research, takes a more qualitative approach to exploring the impact of selected digital technologies (internet of things, 3D printing, and virtual and augmented reality) in the workplace. While digital technologies can bring many opportunities and have been shown to be beneficial for both workers and organisations, there is a need to put safeguards in place to ensure employee data protection and privacy. A well-functioning social dialogue is also key to reaping the benefits of digital technologies and preventing – or minimising – any negative outcomes.
26 February 2021
Working conditions and sustainable work: An analysis using the job quality framework
This flagship report summarises the key findings of Eurofound’s research on working conditions conducted over the programming period 2017–2020. It maps the progress achieved since 2000 in improving working conditions and examines whether all workers have benefited equally from positive change. It highlights which groups are the most at risk of experiencing poor working conditions and being left behind. Given the changes in the world of work, emerging challenges for good job quality are identified. The report also provides evidence for measures that could lead to the further improvement of work and the achievement of fair working conditions for all in the EU. The analysis shows that, overall, job quality in the EU is improving, if slowly. Not all workers are benefiting to the same extent, however. Furthermore, gender, age and contractual status have a significant bearing on a person’s working conditions. And while digitalisation helps to address some job quality issues, it also creates new challenges. The COVID-19 pandemic has exacerbated trends, reinforcing concerns and highlighting the importance of achieving job quality for all.
12 October 2020
European Company Survey 2019 - Workplace practices unlocking employee potential
This report is based on the fourth edition of the European Company Survey (ECS), which was carried out jointly by Eurofound and Cedefop in 2019. It describes a wide range of practices and strategies implemented by European companies in terms of work organisation, human resource management, skills use and skills development, and employee voice. The report shows how these practices are combined and how the resulting ‘bundles of practices’ are associated with two outcomes beneficial to employees and employers: workplace well-being and establishment performance.
The analysis finds that the establishments that are most likely to generate this win–win outcome are those that combine a high degree of worker autonomy, a balanced motivational strategy, a comprehensive training and learning strategy, and high levels of direct employee involvement in decision-making, as well as offering managerial support for these practices. To boost the adoption of employee-oriented practices – particularly in relation to autonomy, skills and employee involvement – managers should be offered appropriate support, as they play a key role in the decision to initiate workplace change. They are also crucial to its success, as they must continuously support the workplace practices implemented.
6 July 2020
How does employee involvement in decision-making benefit organisations?
How do organisations get the best out of their employees? Research on human resource management has found that a key practice is employee involvement: enabling employees to make decisions on their own work and to contribute to organisational decision-making. A high degree of employee involvement creates work environments that are highly motivational and that emphasise skill development. And this is the type of work environment that organisations need to meet the demands for innovation and adaptability to technological change in a knowledge-driven economy. This policy brief examines the empirical evidence that workplaces where employee involvement is high are more successful in developing the capacity for high performance in workers than workplaces with lower levels of involvement. It examines the influence of work organisation on two factors contributing to performance: work engagement and skill development.
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Gijs van Houten
Senior research managerGijs van Houten er seniorforskningsleder i Eurofounds beskæftigelsesenhed. Han har særlig ekspertise inden for tværnational undersøgelsesmetodologi og analyse af arbejdspladspraksis og organisatoriske strategier. Han leder Eurofounds taskforce om dataindsamling og er ansvarlig for udformningen af og metodologien for den europæiske undersøgelse af arbejdsvilkårene 2024, som vil være et vigtigt skridt i retning af at fremtidssikre undersøgelser i Eurofound. Før han kom til Eurofound i 2010, arbejdede han ved det hollandske institut for social forskning (SCP). Gijs tilbragte et år væk i 2016, hvor han arbejdede på Pew Research Center i Washington, DC. Han har en kandidatgrad i sociologi fra Radboud University Nijmegen og en ph.d. i samfundsvidenskab fra Utrecht University.
Dette afsnit giver adgang til alt det indhold, der er blevet offentliggjort om emnet.
