Documents work organization 2 169 results

This study investigated the environmental antecedents and daily consequences of playful work design (PWD), a proactive strategy that employees use to enhance their engagement in daily work tasks. Grounded in the Job Demands-Resources theory, we present a robust process model, testing playful organizational climate (job resource) and PWD (bottom-up behavioral strategy) as predictors of daily engagement, mediated by the satisfaction of the need for competence. Our research involved 209 employees from diverse occupational settings who completed daily questionnaires over 12 consecutive working days. After a series of multilevel confirmatory factor analyses (MCFA) to establish multilevel construct validity, we constructed a 2–1-1–1 multilevel structural equation model (MSEM), incorporating all hypothesized paths. The data partially supported our hypotheses. At the employee level, it was found that a playful organizational climate did not directly predict engagement but indirectly through the behavioral enactment of playful work design. Furthermore, a playful climate did not transfer its effects through the satisfaction of the need for competence. This effect occurred only when PWD was also included as a mediator, underscoring the vital role of employees' concrete behavioral strategies in linking organizational climate to engagement. At the within-person level, it was observed that on days when employees infused their work with more playfulness and competition, they reported feeling more competent and engaged as a result.

"Fixer ses objectifs, travailler où l'on veut, ne recevoir d'ordres de personne... le tout en accord avec son employeur et en bénéficiant des protections sociales. Sur fond de rejet du salariat et d'hymne à la liberté individuelle, l'autonomie est au coeur des enjeux du travail d'aujourd'hui. Mais derrière les discours et les affichages se cache une tout autre réalité. Que veut dire être libre dans son travail si cette liberté s'accompagne de captures d'écran, d'écoutes ou d'obligations de reporting quotidiennes ? Les salariés ne sont pas autonomes s'ils sont sous laisse électronique. Ils ne le sont pas davantage si leur charge de travail est telle qu'elle les conduit à négliger leur santé et leur vie privée. Avec ce livre, Pascal Lokiec pointe les ambiguïtés du discours sur l'autonomie et définit les conditions pour que l'aspiration des nouvelles générations à être libres dans leur travail ne les pousse plus en dehors du salariat. Dès lors, c'est à une autonomie aménagée que doivent réfléchir les entreprises si elles veulent attirer et retenir les salariés tout en respectant leurs droits sociaux et humains."

"This article explores the critical relationship between working conditions, production culture, and labor productivity. It highlights how improving physical and psychological workplace environments, fostering a positive organizational culture, and applying key performance indicators can lead to enhanced workforce efficiency and overall output. The article also outlines practical strategies for organizations seeking sustainable productivity growth through human-centric management practices."

Articles | Open Access |

"The enlargements of the Single Market in 2004 and 2007, have fundamentally altered shipbuilding employers' production and staffing possibilities. After the fall of the Iron Curtain, Norwegian shipbuilders began to offshore hull production and outfitting to countries in central and eastern Europe (the CEE countries) and eventually acquired several Romanian yards. From 2004, Norwegian yards also hired large amounts of CEE workers through temporary agencies and subcontractors. Transforming the mode of production and staffing in the yards, this two-way mobility has been driven by opportunities to increase production, overcome labour shortages, reduce labour and production costs, and adjust more flexibly to fluctuations in markets and production. This enabled the shipbuilding industry to handle a boom in production of offshore supply ships and the ensuing bust after the oil price dived in 2014.
The shipyard industry is part of the Norwegian core industrial relations system, with strong trade unions and employers' associations. As wages and labour costs are among the highest in Europe, the yards' competitiveness depends on high quality and productivity.
The dual mobility and outsourcing of work has led to a dualisation of the workforce, and declining employment among local blue-collar workers. Due to numerous examples of inferior wages and conditions among the subcontracted CEE-workforce, the unions in 2008 won through with demands for extension of minimum terms in the collective agreement, fueling tension and legal strife between the social partners. Eventually further re-regulation and enforcement measures were enacted, strengthening the rights and remuneration of migrant workers.
Our overall findings suggest that the two-way mobility of production factors can generate gains both for western and eastern yards and workers. However, the dual mobility has contributed to erosion of the industry's national skill base and establishment of a flexible segment of migrant workers who are not incorporated in the model of organised labour relations, lacking institutional representation and voice.
Looking ahead, the ongoing turn towards the production of more technology-intensive ‘green' vessels will require upgrading of qualifications, calling for more investment in vocational training, skill formation and long-term recruitment."

"Depuis quelques mois, le thème de "la grande démission" a fait son apparition dans le débat public. Certains salariés se contenteraient d'assurer les obligations minimales liées à leur poste, tandis que d'autres n'hésiteraient plus à le quitter. Ainsi assisterait-on à l'émergence d'un nouveau rapport au travail, plus distancié, qui s'expliquerait, en partie, par les effets du confinement. S'il semble prématuré d'isoler l'impact spécifique de la pandémie de Covid-19 sur le rapport au travail, l'analyse des enquêtes menées sur les valeurs depuis les années 1980 dans les pays occidentaux montre plutôt la grande stabilité des attentes à l'égard du travail. Elle révèle en revanche d'importantes disparités nationales : certains pays valorisent le travail comme vocation ou norme quand d'autres privilégient une conception plus utilitariste. Les conditions de travail ou les caractéristiques individuelles (âge, genre, niveau de qualification) ne jouent qu'à la marge sur ces valeurs au regard de l'"effet pays"."

"Au travail, et dans la joie s'il vous plaît, sous l'emprise des technologies de communication et surveillance, il faut désormais être à disposition de l'employeur 24 ? heures sur 24, sept jours sur sept et même lors de ses congés. A contrario de cette réalité, s'enchaînent les discours patronaux et étatiques présentant la vie quotidienne comme de moins en moins contrainte par le temps de travail. Loin de cette arnaque, ce livre explore comment, depuis 1968, s'est déployé un processus d'intrusion du travail capitalistique dans notre quotidien. Associé aux pratiques managériales, qui font de l'urgence la norme dans l'organisation du travail, le travail totalitaire engloutit la moindre parcelle de liberté de notre temps quotidien. Il s'accapare notre intimité jusque dans l'offre et la consommation de loisirs planifiés et minutés. Il fait de nous des "esclaves modernes" . Le Travail totalitaire explique en quoi la bataille pour l'émancipation ne peut plus se satisfaire de la seule réduction quotidienne du temps de travail. Une critique radicale de la vie quotidienne devient ainsi la condition indispensable pour qu'advienne une société démocratique."

"En France, comme ailleurs, le mal-être au travail s'amplifie. Les travailleurs expriment leur mécontentement face à l'organisation, à l'utilité perçue et à la reconnaissance hiérarchique de leur entreprise. Tous les secteurs, y compris l'associatif et le service public, sont désormais contaminés par des formes de management absurdes et violentes qui font redouter le lundi matin. En réponse à ce désenchantement, le patronat et le gouvernement optent pour l'indignation et la contrainte : plus d'arrêts maladie ? Imposons des jours de carence. Les démissions se multiplient ? Coupons les allocations chômage. Cette souffrance conduit à une mise au travail forcée. Vous ne détestez pas le lundi est une invitation à se libérer des mythes du travail : présentéisme, mérite, psychologisation de la souffrance. Ce manuel de développement collectif propose une nouvelle culture de la révolte, capable de légitimer et de soulager les souffrances individuelles en faveur d'une insurrection globale, ancrée dans le réel."

"Halting environmental degradation requires workplaces to undergo a profound shift towards ecologically sustainable work that challenges customary growthoriented thinking and holds justice and the well-being of workers as a core value. Structures and practices of workplaces provide a critical link through which this transition could be achieved. However, there is a lack of clear and systemic definition and an easily applicable model to guide workplaces to become both just and green. In this paper, we aim to define the key characteristics of a just green workplace by using human factors/ergonomics (HF/E) as the underlying theoretical approach. Humans are positioned as the core component across all system levels. Thus, we posit that the HF/E approach can serve as a fundamental building block for just green workplaces. It helps shift the focus of the currently prevailing technology-, administration- and (de)growth-oriented green transition towards one that is more human-centric, contextually aware, as well as competence- and developmentally oriented. We apply a HF/E Tool to two case examples from different sectors to demonstrate the systemic, underlying factors of just green work at the individual, work, group, and organisational levels. Based on the findings, we present criteria and recommendations for a just green workplace. In addition, the value and development needs of the HF/E approach in fostering sustainability are discussed."

Open Journal Systems

"At a time when numerous organisations are urging a return to the office while many employees prefer to continue teleworking, it is crucial to ascertain the optimal level of telework intensity. In the present study, we determine this ideal level with respect to self-rated employee attitudes, behaviour, well-being, social relations and professional growth. Drawing on a five-wave longitudinal dataset, we apply fixed effects regression analyses to investigate associations between telework intensity and various dimensions of workplace experience. We offer more robust empirical evidence for favouring hybrid work schedules over an office-only or telework-only regime owing to significant advances in causal interpretation of linear and non-linear associations compared to the majority of existing studies that examine linear associations based on cross-sectional data. Our results point toward an inverted U-shaped association between telework intensity and self-rated job satisfaction, work-life balance, relationships with colleagues and professional development, with optimal levels peaking around 50% teleworking. For task efficiency and work concentration, the association appears to be concave with a plateau, stabilising at teleworking levels above 70%. Only between telework intensity and employer connectedness do we observe a slightly negative linear association."