Organizzazzjoni tax-xogħol
L-organizzazzjoni tax-xogħol tikkonċerna t-tqassim tax-xogħol, il-koordinazzjoni u l-kontroll tax-xogħol: kif ix-xogħol huwa maqsum f'kompiti tax-xogħol, ir-raggruppament tal-kompiti f'impjiegi u assenjazzjonijiet, l-interdipendenzi bejn il-ħaddiema, u kif ix-xogħol huwa kkoordinat u kkontrollat biex jintlaħqu l-għanijiet tal-organizzazzjoni. Dan jinkludi l-kompiti mwettqa, min iwettaqhom u kif jitwettqu fil-proċess tal-produzzjoni ta' prodott jew tal-forniment ta' servizz. L-organizzazzjoni tax-xogħol għalhekk tirreferi għal kif ix-xogħol huwa ppjanat, organizzat u ġestit fi ħdan il-kumpaniji u għal għażliet dwar firxa ta' aspetti bħall-proċessi tax-xogħol, it-tfassil tal-impjiegi, ir-responsabbiltajiet, l-allokazzjoni tal-kompiti, l-iskedar tax-xogħol, il-pass tax-xogħol, ir-regoli u l-proċeduri, u l-proċessi tat-teħid tad-deċiżjonijiet.
Sib l-aktar kontenut reċenti dwar dan is-suġġett hawn taħt.
Il-bidla lejn ix-xogħol ibridu: Sfidi fil-ġestjoni - Storja diġitali
Din l-istorja diġitali tippreżenta skoperti ewlenin dwar kif ix-xogħol ibridu qed jibdel il-prattiċi ta' ġestjoni fil-livell tal-maniġer dirett: Għaliex ix-xogħol ibridu jeħtieġ forom ġodda ta' koordinazzjoni; Kif il-maniġers iżommu l-viżibilità u s-superviżjoni tal-prestazzjoni mingħajr preżenza fiżika; X'jżomm il-koeżjoni u l-benesseri tat-tim bejn timijiet imxerrda; Kif jista' jiġi żgurat aċċess ekwu għall-informazzjoni u l-opportunitajiet; Fejn il-gwida jew l-appoġġ tal-politika huma l-iktar meħtieġa.Il-bidla għall-ħidma ibrida: Sfidi fil-ġestjoni
Il-pandemija tal-COVID-19 aċċellerat it-tranżizzjoni għax-xogħol ibridu, fejn l-impjegati qasmu l-ħin tagħhom bejn ix-xogħol remotament u fuq il-post. Filwaqt li dan il-mudell joffri aktar flessibilità, jintroduċi wkoll sfidi ġodda għall-maniġers tal-linja u superviżuri oħra. Dan ir-rapport jesplora kif ix-xogħol ibridu jibdel l-organizzazzjoni tax-xogħol u jinfluwenza l-prattiċi ta' ġestjoni ta' kuljum fil-livell tal-maniġer dirett, b'fokus fuq bidliet fil-koordinazzjoni, komunikazzjoni, ġestjoni tal-prestazzjoni u benesseri tal-impjegati.Ġestjoni algoritmika fil-postijiet tax-xogħol Ewropej: Implikazzjonijiet għall-organizzazzjoni tax-xogħol u l-kundizzjonijiet tax-xogħol
Dan l-istudju jippreżenta analiżi sekondarja tad-dejta mis-Seba' Studju Ewropew tal-Kundizzjonijiet tax-Xogħol ta' Eurofound (EWCS 2024) li jesplora l-prevalenza tat-teknoloġiji diġitali fil-postijiet tax-xogħol moderni u t-tixrid ta' prattiċi ta' ġestjoni algoritmika. Billi tgħaqqad l-espożizzjoni rrappurtata tal-ħaddiema għal programmi tal-kompjuter li jissorveljaw il-prestazzjoni, jallokaw kompiti, u jippjanaw ix-xogħol ma' indikaturi tal-kwalità tax-xogħol, l-analiżi tivvaluta kif it-teknoloġija tirranġa x-xogħol. Jidentifika wkoll profili distinti tal-ħaddiema bbażati fuq mudelli ta' użu tat-teknoloġija diġitali u l-karatteristiċi assoċjati ma' kull profil. Ir-riżultati se jgħinu l-formulazzjoni tal-politika mmirata biex tippromwovi xogħlijiet ta' kwalità għolja f'postijiet tax-xogħol dejjem aktar diġitali.Ir-riċerka tal-Eurofound teżamina l-modi differenti li bihom ix-xogħol huwa organizzat bejn l-organizzazzjonijiet u l-effetti potenzjali tagħhom fuq il-produttività, l-effiċjenza u l-kompetittività, kif ukoll fuq il-kundizzjonijiet tax-xogħol, il-benesseri tal-ħaddiema u s-sostenibbiltà tax-xogħol matul il-ħajja. Xi tipi ta' organizzazzjoni tax-xogħol huma assoċjati ma' kwalità aħjar tax-xogħol u tal-impjiegi. Dawn il-forom ta' organizzazzjoni tax-xogħol, aktar iċċentrati fuq in-nies, jenfasizzaw il-valur tal-ħidma f'tim, l-użu tal-ħiliet u l-iżvilupp tal-ħiliet, kif ukoll l-involviment u l-awtonomija tal-impjegati.
L-organizzazzjoni tax-xogħol hija element ewlieni li jsostni l-iżvilupp ekonomiku u tan-negozju, b'konsegwenzi importanti għall-produttività, l-innovazzjoni, il-kundizzjonijiet tax-xogħol u l-benesseri tal-ħaddiema. Il-promozzjoni ta' ċerti forom ta' organizzazzjoni tax-xogħol tikkontribwixxi biex jintlaħqu l-objettivi stabbiliti mill-Aġenda Ewropea tal-Ħiliet tal-Kummissjoni Ewropea għall-kompetittività sostenibbli, il-ġustizzja soċjali u r-reżiljenza mnedija fl-1 ta' Lulju 2020 u l-proġetti tagħha ta' innovazzjoni fuq il-post tax-xogħol. Dawn l-għanijiet għandhom l-għan li jmexxu lill-Ewropa lejn ekonomija aktar kompetittiva bbażata fuq l-għarfien, iffukata fuq forza tax-xogħol tas-sengħa u l-innovazzjoni – mhux biss fil-prodotti u l-proċessi iżda wkoll fl-organizzazzjoni tax-xogħol u l-istandards tal-kwalità tax-xogħol, hekk kif din tgħaddi għal ekonomija diġitali u newtrali f'termini ta' karbonju. Il-Kummissjoni Ewropea ddedikat l-2023 bħala s-Sena Ewropea tal-Ħiliet biex tappoġġa l-iżvilupp tal-ħiliet u tgħin lill-kumpaniji jindirizzaw in-nuqqasijiet ta' ħiliet fl-UE.
L-innovazzjoni fuq il-post tax-xogħol u r-rabta mal-mod kif ix-xogħol huwa organizzat jistgħu jseħħu b'diversi modi inklużi bidliet fl-istruttura tan-negozju u l-mudelli tan-negozju, il-ġestjoni tar-riżorsi umani, ir-relazzjonijiet mal-klijenti u l-fornituri, jew fl-ambjent tax-xogħol innifsu. Id-djalogu soċjali għandu wkoll rwol importanti fl-organizzazzjoni tax-xogħol immirat lejn it-trawwim tal-potenzjal tal-impjegati, kif enfasizzat fid-Direttiva tal-UE dwar l-informazzjoni u l-konsultazzjoni tal-impjegati. Il-Pilastru Ewropew tad-Drittijiet Soċjali jtenni l-importanza tad-djalogu soċjali u l-involviment tal-ħaddiema fi proċessi relatati mal-organizzazzjoni tax-xogħol.
Il-Kummissjoni Ewropea: Aġenda għall-Ħiliet għall-Ewropaopens in new tab
Il-Kummissjoni Ewropea: Is-Sena Ewropea tal-Ħilietopens in new tab
Il-Kummissjoni Ewropea: L-innovazzjoni fuq il-post tax-xogħolopens in new tab
Id-Direttiva 2002/14/KE li tistabbilixxi qafas ġenerali għall-informazzjoni u l-konsultazzjoni tal-impjegati fil-Komunità Ewropea opens in new tab
Il-Kummissjoni Ewropea: Il-Pilastru Ewropew tad-Drittijiet Soċjali f'20 prinċipjuopens in new tab
Din hija għażla tal-aktar riżultati importanti għal dan is-suġġett.
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.
Ir-riċerkaturi tal-Eurofound jipprovdu għarfien espert u jistgħu jiġu kkuntattjati għal mistoqsijiet jew talbiet mill-midja.
Gijs van Houten
Senior research managerGijs van Houten huwa maniġer anzjan tar-riċerka fl-unità tal-Impjiegi fil-Eurofound. Huwa għandu għarfien espert speċifiku fil-metodoloġija tal-istħarriġ transnazzjonali u l-analiżi tal-prattiki fuq il-post tax-xogħol u l-istrateġiji organizzattivi. Huwa jmexxi t-task force tal-Eurofound dwar il-ġbir tad-dejta u huwa responsabbli għat-tfassil u l-metodoloġija tal-Istħarriġ Ewropew dwar il-Kundizzjonijiet tax-Xogħol 2024, li se jkun pass ewlieni fl-istħarriġ futur fil-Eurofound. Qabel ma ngħaqad mal-Eurofound fl-2010, huwa ħadem fl-Istitut Olandiż għar-Riċerka Soċjali (SCP). Gijs qatta 'sena 'l bogħod fl-2016, jaħdem fiċ-Ċentru ta' Riċerka Pew f'Washington, DC. Huwa għandu Masters fis-Soċjoloġija mill-Università ta 'Radboud Nijmegen u PhD fix-Xjenza Soċjali mill-Università ta' Utrecht.
Din it-taqsima tipprovdi aċċess għall-kontenut kollu li ġie ppubblikat dwar is-suġġett.
