Eiffe, Franz Ferdinand

COVID-19 has shown that some things can hit us out of the blue. The pandemic sent a shockwave through businesses all over the world and has brought massive changes to work organisation, internal communication and day-to-day operations for many companies. Doubtless, the depth of the pandemic’s impact on workplaces depended on many factors: the nature of the business, for instance, or the sector of activity. But are there any lessons to be learnt about the factors that helped some organisations to navigate through the crisis more smoothly than others?

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 whethe...

Around three-quarters of the EU workforce is employed in the service sector, and a sizeable portion of service workers interact directly with the recipients of the services they provide, such as clients, patients, pupils and so on. This can...

This compendium of articles presents a snapshot of some of Eurofound’s most recent research, and highlights important 21st-century trends in quality of life and working conditions throughout the EU. It is organised around the six priority areas set out by the new European Commission for a transition to a fair, climate-neutral and digital Europe.

Motivated workers have higher levels of engagement, better health and are able to work longer. Improving motivation at work is therefore a key component in meeting the challenges of Europe’s ageing workforce and improving the EU’s long-term competitiveness on a global scale. This means that fostering motivation at work isn’t just about personal or business success, it is also about Europe’s success.

In the wake of an economic crisis that had a very uneven impact on social outcomes across EU Member States, EU leaders and policymakers have come to acknowledge that to make social Europe a reality, social convergence must be given an equal...

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.

Companies are constantly competing for the next big thing in innovation – the next-generation 3D phone, the quantum computer, the virtual doctor. They fixate on technological breakthroughs and look for new business models. But innovation also needs systems, an organisational structure and people who work together. The human factor in innovation is often forgotten or neglected – the employees’ skills, their level of input, their autonomy in their jobs and the rewards they receive. Or do such factors really play any role in innovation?

Innovation is an important driver of improved competitiveness, productivity and growth potential. This report explores which workplace practices have the strongest links to innovative company behaviour, looking at innovation in the form of new or significantly changed products or processes, new or improved marketing methods, and organisational change.

This report assesses the impact of the crisis on the subjective well-being of Europeans. In 2011, GDP per capita in 22 out of the then 27 EU Member States was below 2008 levels, and unemployment rates were higher in 25 out of the 27. These ...