Innovative work organisation can enhance working conditions

A new German study shows that organising the work situation in an integrated and innovative manner can have a positive effect on team work.

The Sociological Research Institute at the University of Göttingen (SOFI) recently conducted a research project on Concepts of an innovative work policy, providing insights into work practices and effects. The research was funded by the Federal Ministry for Education and Research (in German) within the framework of the research programme Innovative work structuring - the future of work (in German) .

Definition

‘Innovative work policy’ represents a company approach to achieve its economic objectives by means of a work organisation that broadens the competencies of different groups of employees, and promotes professional and social cooperation among staff. It is seen as a means of improving working conditions, developing human resources and giving workers a role in shaping work processes.

Methodology

The research is based on qualitative case studies from companies involved in mechanical engineering, electrical goods, and the automobile and chemical sectors. The studies consisted of work analyses, interviews with representatives of different job functions at all levels and with works councils, as well as interviews with employees, in addition to a standardised written survey.

The companies were selected on the basis of their experience in conceptualising and implementing innovative work forms and are typical good-practice cases rather than exceptionally successful cases.

Work organisation and team work

The results of the project are in line with the ‘coherence theory’ which is based on the notion that different dimensions of organisation are closely interconnected. Work organisation and team work are identified as being closely linked to the overall aspects of company organisation and work policy.

The impact of team work on the work situation primarily depends on the manner in which it is implemented. A high level of team work makes for a positive work organisation. At the same time, key features of work organisation must be in place in order to generate a positive dynamic regarding team work. Teams work best when they are allowed a degree of autonomy, and can organise and rotate the necessary tasks and functions within their area of responsibility. These conditions lead to more positive work experiences, improved cooperation and better opportunities to manage work pressures.

However, negative experiences can also arise due to intensified performance demands, internal competition from within the team, and greater responsibilities. However, the research did not identify tendencies of work overload among individual team members, although this has been found in other studies.

Key features of team self-organisation such as the status and role of the team spokesperson, the planning and content of team discussions, and opportunities for cooperation are crucial for a successful outcome. Insufficient team organisation and autonomy can create a sense of uncertainty among workers. Overall, there is a positive view regarding work forms that allow greater autonomy among teams. However, most employees complained that it was common for management to make promises which were later broken and to impose restrictions on a team’s independence.

In all the case studies, a definite connection was found between the extent of team work and its impact on the work situation. Essential elements include having a wide range of tasks, offering opportunities for work rotation, integrating indirect functions within the remit of the team, guaranteeing the autonomy of the team and providing appropriate resources.

The study highlights the interrelation between different components of innovative work policy, including work organisation, reshuffling of leadership, and payment systems tailored to team work.

Reference

Kuhlmann, M., Sperling, H. J. and Balzert, S., Konzepte innovativer Arbeitspolitik: Good-Practice-Beispiele aus dem Maschinenbau, der Automobil-, Elektro- und Chemischen Industrie , Sigma, Berlin 2004.