The transition to a green and digital economy demands new forms of work organisation to meet the motivational and skills challenges presented by new technologies and higher levels of innovation. We need a better understanding of the organisational conditions that enhance employees’ motivation and encourage the development of their skills.
European Working Conditions Survey 2015
17 Nov 2016 - 02 Mar 2020
Eurofound’s European Working Conditions Survey (EWCS) paints a wide-ranging picture of Europe at work across countries, occupations, sectors and age groups. This series consists of findings from the 2015 EWCS. The survey was first carried out in 1991.
- Report | 02 maaliskuu 2020
Gender inequality at work persists across Europe, despite the long standing attention paid and efforts made to tackle it. This Eurofound report presents a closer look at women’s and men’s working conditions, using data from Eurofound’s European Working Conditions Survey (EWCS) and complementing previous Eurofound research on, among other things, working time patterns, work–life balance and workers’ health.
- Policy brief | 27 marraskuu 2019
Employment statistics consistently show that having a foreign background has an influence on people’s employment prospects. Less is known about the types of jobs workers with foreign backgrounds hold and their working conditions. This policy brief contributes to filling this gap.
- Policy brief | 15 lokakuu 2019
The number of workers living with chronic health conditions is rising in the EU. Such conditions affect people’s ability to work to varying degrees. While some are unable to continue working, many wish to and would be able to do so if their workplace made adaptations to accommodate their needs.
- Report | 13 toukokuu 2019
This report uses European Working Conditions Survey data to examine working conditions and their implications for worker’s health. Ensuring the sustainability of work in the context of ageing populations implies a greater number of people in employment who can remain in the workforce for longer. The report examines the interplay between work demands – which carry an increased risk of exhaustion – and work resources – which support workers in greater engagement and well-being.
- Report | 06 toukokuu 2019
Job quality is a major focus of policymakers around the world. For workers, the enterprises that employ them and for societies, there are benefits associated with high-quality jobs, and costs associated with poor-quality jobs. This report – the result of a pioneering project by the International Labour Organization and Eurofound – provides a comparative analysis of job quality covering approximately 1.2 billion workers in Europe, Asia and the Americas.
Women in management: If we want to get serious about gender equality we need to talk about job qualityBlog | 07 maaliskuu 2019
After more than 60 years of European policy on the equal treatment of women and men, men still outnumber women in management positions by almost two to one. The women who do make it into management are more likely to be in non-supervising management roles where they manage operational responsibilities but not staff, and the minority that do manage staff are more likely to be managing other women.
- Report | 14 joulukuu 2018
How to combine work with life is a fundamental issue for many people, an issue that policymakers, social partners, businesses and individuals are seeking to resolve. Simultaneously, new challenges and solutions are transforming the interface between work and life: an ageing population, technological change, higher employment rates and fewer weekly working hours.
- Policy brief | 22 marraskuu 2018
Two-thirds of the EU labour force are in permanent, full-time employment; the remaining one-third has a non-standard employment status, meaning temporary or part-time employment or self-employment. Given the variety of employment statuses, it is worth asking whether working conditions differ across them.
- Policy brief | 02 lokakuu 2018
Despite years of gender equality legislation, men outnumber women in management positions by two to one. While structural barriers continue to impede women’s career advancement, women themselves may be deterred from becoming managers if they perceive that it would have a negative impact on their working and personal lives.
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