EVOLUTION OF THE WORLD OF WORK: NEW ISSUES AND NEW SOLUTIONS

Transcription

1 EVOLUTION OF THE WORLD OF WORK: NEW ISSUES AND NEW SOLUTIONS JEAN-PIERRE BRUN PROFESSOR DIRECTOR, CHAIR IN OCCUPATIONAL HEALTH AND SAFETY MANAGEMENT WEBSITE:

2 1 2 Changes in the world of work Impacts on well-being at work 3 4 Evolution of human resource management Well-being at work: a criterion in business decisions

3 CHANGES IN THE 1 WORLD OF WORK

4 EVOLUTION OF THE CANADIAN POPULATION ( )

5 MANUFACTURING EMPLOYMENT Canada 1976 to % 45.0% 42.5% 40.0% 37.5% 35.0% 32.5% 30.0% 27.5% 25.0% 22.5% 20.0% 17.5% 15.0% 12.5% 10.0% 7.5% 5.0% 2.5% 0.0% Males Females Source: CANSIM II

6 COMPANIES WITH LESS THAN 20 EMPLOYEES Canada 1997 to 2003 (in thousands)

7 NUMBER OF PEOPLE WHO WORKED OVERTIME Canada 1976 to ,000,000 14,000,000 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 Males Females Source: LFS Public Use Microdata 5

8 NUMBER OF PEOPLE WITH MORE THAN ONE JOB CANADA 1987 to 2003 (in thousands)

9 Changes in industry and work From blue-collar jobs to service jobs Breaking up of large organizations into small companies and production networks (96% small companies in Québec) 64.7 % of companies (of any size) do not survive more than five years Growth of subcontracting, franchises Nearly one in six workers is self-employed Increase in working hours Increase in labour market participation of women and youth

10 Changes in industry and work Increase in multiple, temporary and part-time jobs Several jobs held during working life Increase in off-site work and telework

11 IMPACTS ON WELL- 2 BEING AT WORK

12 Co-existence of old and new issues Heavy workloads (37%) Repetitive work (57%) Painful postures (47%) Noise (29%) Very fast work pace (56%) Vibration (24%) Part-time work (18%) Information overload Computer work (41%) Telework (emerging) Stress Violence at work (4% to 15%) Environmental hazards Non-ionizing radiation (cell phone, mobile system) Gene-environment interaction Immediate VS deferred effects

13 WORK-RELATED HEALTH PROBLEMS IN EUROPE (2000)

14 Industrial accidents and deaths Canada ( ) Deaths (AT- Québec)

15 Annual days lost per worker, Canada ( ) Statistics Canada 9,5 9 9,1 9,2 9,2 8,5 8, ,5 7 7,3 7,8 7.5 sick days 1.7 personal responsibility days 6,

16 PSYCHOLOGICAL DISTRESS AT WORK Municipalities Hospital centre B Transport company Para-public company Hospital centre A Educational institution Trees nursery Industry Quebec population (1998) 20,1 27,0 44,3 46,5 40,1 40,9 38,9 35,0 53, Percentage of individuals reporting a high level of psychological distress (%)

17 SICK DAYS OFF AND SICK DAYS WORKED BY LEVEL OF PSYCHOLOGICAL DISTRESS 20 Days 16, ,8 9,9 8,5 Low distress High distress 5 0 Sick days off Sick days worked

18 PSYCHOLOGICAL HARASSMENT AT WORK (Chair, 2004) Survey of 640 peoples holding a paid job; Between7% and 9% of respondents claim to have been victims of a form of psychological harassment at work on a regular basis: 7%claim to have been deliberately isolated from other people by an individual or a group; 7%said they were degraded or ridiculed in front of others; 9%claim to have been victims of offensive, threatening or degrading remarks;

19 EVOLUTION OF HUMAN RESOURCE MANAGEMENT 3

20 13 criteria for organizational performance (Pfeffer, 1995) 1. Job security 2. Selective recruitment 3. Good salary 4. Employee recognition 5. Economic participation 6. Information flow 7. Participation in decision making 8. Latitude in team decision making 9. Skills training and development 10. Enhancing meaning of work (enrichment) 11. Organizational justice 12. Reducing wage gaps 13. Career path

21 Changes in organizational performance criteria Conventional: entry of competitors, negotiating power of suppliers and clients, competitive environment (Michael Porter) Current: technology, patents, strategic position, performance on the stock exchange. Avant-garde: participation in decision making, support for teams, recognition, relations.

22 PYRAMID OF A MANAGER S ACTIVITIES /MONTH LEADERSHIP IN ACTION 1-10 DISCUSSIONS/RELATIONS MEETINGS QUICK CHATS PHONECALLS S

23 PYRAMID OF A MANAGER S ACTIVITIES /MONTH LEADERSHIP IN ACTION 1-10 DISCUSSIONS/RELATIONS MEETINGS QUICK CHATS Consider the presence of managers as a daily PHONECALLS management activity S

24 RULES OF MANAGEMENT (Templar, 2005) «We do not feel supported by our leader!» As a manager, you are expected to be a buffer between higher managenent and your staff «Managers need to trust us more, we know our work!» Build your team and then trust them to get on with it «I was hired for my expertise and I am not being used for the right job!» You have to be good at finding the right people to fill the right job and then leave them to get on with it

25 RULES OF MANAGEMENT (Templar, 2005) «My boss gets involved in small details, it would be much more useful if he just concentrated on managing the department!» What you need to be concentrating on is the real job of management, The strategy «Our meetings are completely ineffective,we would be better off not having them at all!» Decide in advance what the objective of the meeting is and make sure you meet that objective «My manager is always on my side, he is my ally and that s very important!» You show them that you trust them by backing off, leaving them alone to get on with the job

26 Return to ABC of management To enhance well-being, the QUALITY of human resource management must be improved The solutions are SIMPLE and within everyone s reach Increase managers PRESENCE the time they spend with their employees (Leadership in action) Re-introduce team MEETINGS (quantity and quality) Increase RELATIONS VS. transactions Assess WORKLOADS

27 Well-being at work: a criterion in business 4 decisions

28 IMPACTS OF ORGANIZATIONAL CHANGES Not all changes have a global effect, it is the small cumulative effects which have a global impact on the organization Change projects are often conducted from a technical perspective and neglect the human side of things 20% of change proposals often produce 80% of real changes Organizational changes are so complex that HR planning tools are inadequate

29 MAIN CAUSES OF FAILURE Many decision makers seem to be more focused on financial and technical feasibility at the expense of organizational and social feasability. Several of the committees steering these organizational change processes are suffering from a lack of expertise in HRM, change processes, and mobilization.

30 STRATEGIC ACTION 1. Move thinking about the human impacts of management decisions to corporate level; 2. Establish the fact that the well-being of individuals is a criterion for the corporate business decisions