Labour market change

Inquérito Europeu às Empresas 2019: práticas no local de trabalho que desbloqueiam o potencial dos trabalhadores

Flagship report
Published
13 October 2020
pdf
Formatos
Executive summary in 22 languages
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Principais conclusões

  • O ECS 2019 mostra que as empresas podem proceder à conceção das respetivas práticas no local de trabalho de modo a ajudar a gerar resultados que beneficiem, tanto os trabalhadores como os empregadores. As empresas podem promover o seu desempenho e, ao mesmo tempo, melhorar os aspetos relacionados com a qualidade do emprego dos seus trabalhadores, mediante uma combinação de práticas que aumente a autonomia dos trabalhadores, facilite a sua participação e promova a formação e aprendizagem.
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  • O ECS 2019 mostra que as empresas podem proceder à conceção das respetivas práticas no local de trabalho de modo a ajudar a gerar resultados que beneficiem, tanto os trabalhadores como os empregadores. As empresas podem promover o seu desempenho e, ao mesmo tempo, melhorar os aspetos relacionados com a qualidade do emprego dos seus trabalhadores, mediante uma combinação de práticas que aumente a autonomia dos trabalhadores, facilite a sua participação e promova a formação e aprendizagem.
  • Estas combinações benéficas de práticas estão presentes em cerca de um quinto dos locais de trabalho da UE. Existem exemplos de sucesso em todos os tipos de empresas, independentemente do país, dimensão, setor ou estratégia de competitividade.
  • As empresas com maior sucesso não só recorrem a práticas de facilitação, como contam também com o apoio da gestão.
  • A formação é um importante meio para a consecução de resultados positivos no local de trabalho. A maioria dos locais de trabalho na UE proporciona alguma formação a pelo menos alguns trabalhadores, porém, apenas em alguns existem oportunidades de formação e aprendizagem abrangentes.
  • As empresas onde existe um diálogo social sólido no local de trabalho obtêm melhores resultados em matéria de desempenho e bem-estar. Os locais de trabalho onde se pratica um diálogo social com abertura, confiança e capacidade de influência são também os que tendem a ter uma participação regular e direta dos trabalhadores, que marca a diferença no terreno.
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Resumo

O presente relatório tem por base a quarta edição do Inquérito Europeu às Empresas (ECS), realizado conjuntamente pela Eurofound e pelo Cedefop em 2019. Descreve um vasto leque de práticas e estratégias implementadas por empresas europeias em matéria de organização do trabalho, gestão de recursosRead more

O presente relatório tem por base a quarta edição do Inquérito Europeu às Empresas (ECS), realizado conjuntamente pela Eurofound e pelo Cedefop em 2019. Descreve um vasto leque de práticas e estratégias implementadas por empresas europeias em matéria de organização do trabalho, gestão de recursos humanos, utilização e desenvolvimento de competências e participação dos trabalhadores. O relatório dá a conhecer a combinação dessas práticas e a associação dessas «combinações de práticas» a dois resultados benéficos para trabalhadores e empregadores: bem-estar no local de trabalho e desempenho do estabelecimento.

A análise conclui que os estabelecimentos com maior probabilidade de gerar esse resultado positivo para todas as partes são aqueles que combinam um elevado grau de autonomia dos trabalhadores com uma estratégia motivacional equilibrada, uma estratégia abrangente de formação e aprendizagem e elevados níveis de participação direta dos trabalhadores nas decisões, para além do apoio da gestão a essas práticas. A fim de impulsionar a adoção de práticas orientadas para os trabalhadores - nomeadamente em relação à autonomia, competências e participação os trabalhadores - os gestores devem receber um apoio adequado, uma vez que desempenham um papel fundamental na decisão de dar início às mudanças no local de trabalho. Os gestores são também cruciais para o êxito dessas medidas, pois devem apoiar constantemente as práticas implementadas no local de trabalho.

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Formatos

  • Relatório

    Número de páginas: 
    180
    N.º de referência: 
    EF20001
    ISBN: 
    978-92-897-2107-3
    N.º do catálogo: 
    TJ-03-20-568-EN-N
    DOI: 
    10.2806/763770
    Catalogue info

    Inquérito Europeu às Empresas 2019: práticas no local de trabalho que desbloqueiam o potencial dos trabalhadores

    Formatos

  • Executive summary

    N.º de referência: 
    EF20001EN1
    Catalogue info

    Inquérito Europeu às Empresas 2019: práticas no local de trabalho que desbloqueiam o potencial dos trabalhadores

    Autor(es): 
    Eurofound

    Disponível para descarregamento em 22 línguas

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  • Working papers

    Related working papers

    • European Company Survey 2019: Technical and fieldwork report
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    • European Company Survey 2019: Data editing report
      Methodology annex
      13 October 2020
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      Number of pages
      47
      N.º de referência
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    • European Company Survey 2019: Translation report
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      13 October 2020
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      43
      N.º de referência
      WPEF20013
    • European Company Survey 2019: Sampling and weighting report
      Methodology annex
      13 October 2020
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      WPEF20014
    • European Company Survey 2019: Quality control report
      Methodology annex
      13 October 2020
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      68
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      WPEF20015
    • European Company Survey 2019: Coding report
      Methodology annex
      13 October 2020
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      Number of pages
      26
      N.º de referência
      WPEF20024
    • European Company Survey 2019: Data quality assessment
      Methodology annex
      13 October 2020
      Autor(es)
      Desiere, Sam; Lenaerts, Karolien
      Number of pages
      73
      N.º de referência
      WPEF19017
    • Collective agreements and bargaining coverage in the EU: A mapping of types, regulations and first findings from the European Company Survey 2019
      Working paper
      13 October 2020
      N.º de referência
      WPEF20022
  • Data

    Data visualisation

    Visualise, explore and compare EU and country data from the European Company Survey (ECS) 2019 in our interactive data visualisation tool.

    List of tables

    The ECS 2019 overview report has the following list of tables.

    Table 1: Relations between management and employees as described by the management and employee representative respondents (%)
    Table 2: Profiles of establishment types – digitalisation (%)
    Table 3: Profiles of establishment types – job complexity and autonomy (%)
    Table 4: Profiles of establishment types – recruitment (%)
    Table 5: Profiles of establishment types – workplace behaviour and motivational levers (%)
    Table 6: Involvement of the employee representative in negotiations for various pay types (%)
    Table 7: Profiles of establishment types – variable pay (%)
    Table 8: Profiles of establishment types – training and skills development (%)
    Table 9: Profiles of establishment types – direct employee participation (%)
    Table 10: Profiles of establishment types – social dialogue (%)
    Table 11: Profiles of the four groups of establishments (%)
    Table A1: Language versions created and translation approach used
    Table A2: Target and completed sample sizes
    Table A3: Employee representative types and sampling rules, by country

    List of figures

    The ECS 2019 overview report has the following list of figures.

    Figure 1: Conceptual framework for the analysis of ECS 2019
    Figure 2: Workplace well-being and establishment performance, by establishment type – job complexity and autonomy (z-scores)
    Figure 3: Types of establishment, by size (%)
    Figure 4: Sector of economic activity, by country (%)
    Figure 5: Years in operation, by establishment size (%)
    Figure 6: Prevalence of three human resources challenges, by establishment size (%)
    Figure 7: Profitability and profit expectation in 2018 (%)
    Figure 8: Change in production volume and expected employment growth (%)
    Figure 9: Workplace well-being and establishment performance, by country (z-scores)
    Figure 10: Workplace well-being and establishment performance, by sector and establishment size (z-scores)
    Figure 11: Establishment type – digitalisation, by country (%)
    Figure 12: Establishment type – digitalisation, by sector and establishment size (%)
    Figure 13: Workplace well-being and establishment performance, by establishment type – digitalisation (z-scores)
    Figure 14: Levels of innovation, by country (%)
    Figure 15: Introduction of innovation to the establishment and to the market, by sector and establishment size (%)
    Figure 16: Workplace well-being and establishment performance, by establishment type – innovation (z-scores)
    Figure 17: Degree of product market competition, by country (%)
    Figure 18: Degree of demand predictability, by country (%)
    Figure 19: Dominant product market strategy, by country (%)
    Figure 20: Dominant product market strategy, by sector (%)
    Figure 21: Market competitiveness, by dominant product market strategy (%)
    Figure 22: Workplace well-being and establishment performance, by establishment type – product market strategy (z­-scores)
    Figure 23: Collaboration and outsourcing according to activity, by sector (%)
    Figure 24: Collaboration and outsourcing, by country (%)
    Figure 25: Collaboration and outsourcing, by sector and establishment size and type (%)
    Figure 26: Workplace well-being and establishment performance, by establishment type – collaboration and outsourcing (z-scores)
    Figure 27: Forms of teamwork, by sector and establishment size (%)
    Figure 28: Establishment type – job complexity and autonomy, by country (%)
    Figure 29: Workplace well-being and establishment performance, by establishment type – job complexity and autonomy (z-scores)
    Figure 30: Establishment type – job complexity and autonomy, by digitalisation, innovation and product market strategy (%)
    Figure 31: Proportion of employees with a fixed-term contract, by country (%)
    Figure 32: Proportion of employees with a fixed-term contract, by sector and establishment size (%)
    Figure 33: Workplace well-being and establishment performance, by proportion of employees with a fixed-term contract (z-scores)
    Figure 34: Proportion of employees with a part-time contract, by country (%)
    Figure 35: Proportion of employees with a part-time contract, by sector and establishment size (%)
    Figure 36: Workplace well-being and establishment performance, by proportion of employees with a part-time contract (z-scores)
    Figure 37: Establishment type – recruitment, by country (%)
    Figure 38: Establishment type – recruitment, by sector and establishment size (%)
    Figure 39: Workplace well-being and establishment performance, by establishment type – recruitment (z-scores)
    Figure 40: Establishment type – recruitment, by digitalisation, innovation and product market strategy (%)
    Figure 41: Importance of discretionary helping behaviour, by country (%)
    Figure 42: Importance of willingness to stay longer when the work requires it, by country (%)
    Figure 43: Importance of making suggestions for improvements, by country (%)
    Figure 44: Proportion of establishments using different motivational levers, by frequency of use (%)
    Figure 45: Establishment type – workplace behaviour and motivational levers, by country (%)
    Figure 46: Establishment type – workplace behaviour and motivational levers, by sector and establishment size (%)
    Figure 47: Workplace well-being and establishment performance, by establishment type – workplace behaviour and motivational levers (z-scores)
    Figure 48: Establishment type – workplace behaviour and motivational levers, by digitalisation, innovation and product market strategy (%)
    Figure 49: Establishment type – variable pay, by country (%)
    Figure 50: Establishment type – variable pay, by sector and establishment size (%)
    Figure 51: Workplace well-being and establishment performance, by establishment type – variable pay (z-scores)
    Figure 52: Establishment type – variable pay, by digitalisation, innovation and product market strategy (%)
    Figure 53: Skills match of employees, by country (%)
    Figure 54: Speed of change in skills requirements, by country (%)
    Figure 55: Proportion of employees in jobs requiring continuous training, by country (%)
    Figure 56: Proportion of employees in jobs offering limited learning opportunities, by country (%)
    Figure 57: Dominant skills development strategy, by country (%)
    Figure 58: Proportion of employees who received training during paid working time, by country (%)
    Figure 59: Proportion of employees who received on-the-job training, by country (%)
    Figure 60: Involvement of the employee representatives in matters concerning training (%)
    Figure 61: Perceived importance of training, by country (%)
    Figure 62: Establishment type – training and skills development, by country (%)
    Figure 63: Establishment type – training and skills development, by sector and establishment size (%)
    Figure 64: Workplace well-being and establishment performance, by establishment type – training and skills development (z-scores)
    Figure 65: Establishment type – training and skills development, by digitalisation, innovation and product market strategy (%)
    Figure 66: Prevalence of tools for engaging with employees and their frequency of use (%)
    Figure 67: Areas of employee influence on management decisions, by extent of influence (%)
    Figure 68: Establishment type – direct employee participation, by country (%)
    Figure 69: Establishment type – direct employee participation, by sector and establishment size (%)
    Figure 70: Workplace well-being and establishment performance, by establishment type – direct employee participation (z-scores)
    Figure 71: Establishment type – direct employee participation, by digitalisation, innovation and product market strategy (%)
    Figure 72: Presence of official structures for employee representation, by country and establishment size (%)
    Figure 73: Configurations of employee representation structures (%)
    Figure 74: Establishments with employee and employer representation, by country (%)
    Figure 75: Establishments where the wages of any employees were set by collective bargaining, by country (%)
    Figure 76: Opinions of employee representatives about management (%)
    Figure 77: Level of influence of the employee representative on management decisions (%)
    Figure 78: Establishment type – social dialogue, by country (%)
    Figure 79: Establishment type – social dialogue, by sector and establishment size (%)
    Figure 80: Workplace well-being and establishment performance, by establishment type – social dialogue (z-scores)
    Figure 81: Establishment type – social dialogue, by digitalisation, innovation and product market strategy (%)
    Figure 82: Establishment type – social dialogue, by establishment type – direct participation (%)
    Figure 83: Groups of establishments, by country (%)
    Figure 84: Groups of establishments, by sector and establishment size (%)
    Figure 85: Workplace well-being and establishment performance, by establishment group (z-scores)
    Figure 86: Relative workplace well-being and establishment performance within each establishment group (%)
    Figure 87: Groups of establishments, by digitalisation, innovation and product market strategy (%)
    Figure A1 shows the rates for all countries in the survey
    Figure A2: Screener success rate (contact details obtained), conversion rate and overall yield rate – employee representative respondents (%)

    Customised reports

    To show appreciation for the time the ECS 2019 management respondents invested in filling out the questionnaire, Eurofound and Cedefop offered to generate a customised report for their establishment.

    The reports are generated automatically, and compare the establishment with other establishments in the same country, size category and sector. They include information on market characteristics, product market strategy, innovation, establishment performance, workplace relations, and human resources challenges.

    Over 13,000 respondents requested to receive such a customised report. Upon finalisation of the dataset the at the end of 2019, the reports were generated, and they were distributed to respondents in the beginning of 2020.

  • Questionnaires

    Reader-friendly versions of the source questionnaires are available:

    Language versions

This report presents the results of research conducted largely prior to the outbreak of COVID-19 in Europe in February 2020. For this reason, the results do not fully take account of the outbreak.

A investigação realizada antes da saída do Reino Unido da União Europeia, em 31 de janeiro de 2020, e posteriormente publicada, pode incluir dados relativos aos 28 Estados-Membros da UE. Após esta data, a investigação apenas tem em conta os 27 Estados-Membros da UE (UE28 menos o Reino Unido), salvo especificação em contrário.

Part of the series

  • European Company Survey 2019

    Eurofound’s European Company Survey (ECS) maps and analyses company policies and practices which can have an impact on smart, sustainable and inclusive growth, as well as the development of social dialogue in companies. This series consists of outputs from the ECS 2019, the fourth edition of the survey. The survey was first carried out in 2004–2005 as the European Survey on Working Time and Work-Life Balance. 

  • European Company Surveys

    The European Company Survey (ECS) is carried out every four to five years since its inception in 2004–2005, with the latest edition in 2019. The survey is designed to provide information on workplace practices to develop and evaluate socioeconomic policy in the EU. It covers issues around work organisation, working time arrangements and work–life balance, flexibility, workplace innovation, employee involvement, human resource management, social dialogue, and most recently also skills use, skills strategies and digitalisation.

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