Workers, company and national institutions: studying the quality of work of Portuguese and Swedish...

Workers, company and national institutions: studying the quality of work of Portuguese and Swedish middle managers of a Swedish multinational

company

Margarida M. [email protected]

[email protected]

International Conference Adressing Quality of Work in EuropeSofia, Bulgaria, 18-19 October 2012

Main research questions

QoW in qualified and managerial occupations

Are qualified workers in a better position to face the challenges that the knowledge society brought to quality of work?

QoW in multinational contexts of work

Articulation of national, organizational and individual determinants of quality of work

Methodology and empirical objects

Methodology and empirical objects

CountriesPortugalSweden

CompanyMultinational company of Swedish originOne store in PortugalTwo stores in Sweden

Individuals16 Middle managersSemi-structured interviews

Approaching QoW

Workers’ own definition and evaluation of quality of working lifeEvaluation of specific working conditions

QoW: definition and operationalizationWalton, 1972 Colasanto et al, 1987 Jencks, Perman e

Rainwater, 1988Clark, 1998, 2004 Kallerberg, Ruskin,

Hudson, 2000Sirgy, Efraty, Siegel, Lee, 2001

Adequate and fair compensationSafe and healthy working conditionsImmediate oportunity to use and develop human capacitiesFuture oportunity for continued growth and securitySocial integration in the work organizationConstitutionalism in the work organizationWork and the total life spaceSocial relevance of work life

Task complexityAutonomyControlSubjective evaluation of work

PayFringe benefitsHoursOccupationsTraining and promotionHazardsEducational requirementsTechnical characteristicsAutonomyAuthorityOrganizational setting

PayHours of workFuture prospects – promotion and job securityHow difficult is the jobJob content (interest, prestige and independence)Interpersonal relationships

PayHealth insurancePension benefits

Health and safety needsEconomic and family needsSocial needsEsteem needsActualization needsKnowledge needsAesthetics needs

Ritter e Anker, 2002 Gallie, 2003, 2007a McGovern, Smeaton e Hill, 2004

Kalleberg e Vaisey, 2005 Martel e Dupuis, 2006 Green, 2006

PayNon-wage benefitsNature of workAutonomy and independenceOpportunities for promotionOpportunities for skill upgrading

Skills and trainingAutonomy, task quality and teamworkPresentation, participation and commitmentJob security and the welfare safety net

PayHealth insurancePension benefeitsOpportunities for career progression and promotion

Earnings Fringe benefitsAutonomyControlJob securityOportunities of advancement

Nature of the jobPhysical contextPsychosocial context

EffortWork intensificationDiscretionWagesRiskWell-being

Gallie, 2007b Davoine, Erhel, Guergoat-Lariviere, 2008

Leschke e Watt, 2008a, 2008b

Dahl, Nesheim, Olsen, 2009

Back-Wiklund, van der Lippe, den Dulk, Doorne-

Huiskes, 2011

…

SkillsDiscretion and autonomyOpportunities for skill developmentJob securityWork-family balance

Socio-economic securityEducation and trainingWorking conditionsGender and work-life balance

WagesNon-standard ways of employmentWorking time and work-life balanceWorking conditions and job securityHealth and safety at the workplaceSkills and career developmentCollective interest representation and voice

Job (in)securityPay and fringe benefitsIntrinsic job rewardsWork intensitySkillsAutonomy and control

Working hoursPressureJob insecurityCommuting timeCareer demandsControlSocial supportSupport from colleagues/managersTrainingHierarchical position

QoW: definition and operationalization

ILO – decent work EC – quality of work (Laeken indicators) Eurofound – Quality of workSafe workUnaceptable workAdequate earnings and productive workStability and security of workSocial protectionEmployment opportunitiesSocial dialogue and workplace relationsDecent hoursBalancing work and family lifeFair treatment in employmentEconomic and social context of decent work

Health and safety at workFlexibility and securitySocial dialogue and workers’ involvementLifelong learning and career developmentWork organisation and work-life balanceGender equalityInclusion and access to the labour marketDiversity and non-discriminationIntrinsic job qualityOverall economic performance and productivity

Health and well-being of workersCareer and employment securityDeveloping skills and competencesReconciling work and life

LiteratureHealthSalaryExtra-salary benefitsEmployment securitySocial protectionCareer progressionSocial dialogueSkillsHoursAutonomyWork-life balanceSocial integrationWell-being

UNECE/ILO/Eurofound – Harmonization model

Safety and ethics of employmentIncome and benefits from employmentWorking hours and balancing work and non-working lifeSecurity of employment and social protectionSocial dialogueSkills development and lifelong learningWorkplace relationships and intrinsic nature of work

Aspects workers value at work (ESS, 2010)

Employment securityReconciliation of work and familySalaryAutonomyTraining

Model of operationalization of quality of work1. Health and security 2. Salary and benefits3. Employment security and social protection 4. Social dialogue5. Skills development6. Work organisation7. Work-life integration8. Interpersonal cooperation9. Well-being

Results

Country-level contexts of work

Company-level policies and practices

Individual-level: life trajectories, experiences and preferences

Results


Sweden Portugal

Centralized and decentralized levels of collective bargaining; weak State intervenction

National and company level

Centralized collective bargaining, strong State intervenction

Sectoral level

High trade union density Low trade union density

Universalistic system of social protection Sub-protective system of social protection

Qualified population Low qualified population

Less unequal distribution of income Very unequal distribution of income

Results


Better working conditions in Sweden:

Health injuries

Salaries

Employment security

Participation at work

Participation in training

Working hours

Autonomy

Work-life integration

Satisfaction with working conditions

Results


Mean montly earnings, Total employed population, 2010, pps

Source: Eurostat, 2010

Results


Mean montly earnings, Professionals, 2010, pps


Results


Mean montly earnings, Managers, 2010, pps


Results


In-work at-risk of poverty rate, Total, 2010, %


Results


In-work at-risk of poverty rate, ISCED 5-6, 2010, %


Results


Participation in education and training, total, 2011, %


Results


Participation in education and training, ISCO88 1-3, 2011, %


Results




Results


Global guidelinesCode of ethicsDiversity policyRecruitmentSkill development Career progression and performance evaluationWork organizationCommunication and branding

Country specifications and adjustmentsSalarySocial dialogueWork-life integrationBenefitsCorporate responsibility

Results




Results


What makes a good work?

Time, family and leisureMoney, confort, consumption

Good aspects of work:Learning and personal developmentAutonomy and criativityWork relationsUtility, motivation, satisfaction

Bad aspects of work:Procedures, deadlines, pressure

Discussion

Importance of combining different levels of analysis

Importance of organizations for the promotion of quality of working life

Multinationals: between standardization and regional adjustment

References

Clark, A. (1998), “Measures of job satisfaction: what makes a good job? Evidence from OECD countries”, OECD Labour market and Social Policy Occasional Papers, 34, OECD Publishing.Clark, A. (1997), "Job Satisfaction and Gender: Why Are Women So Happy At Work?", Labour Economics, 4, pp.341-372.Colasanto, M., M. Ambrosini, G. Arrigo, P. Auer, A. Cascioli, M. Cevoli, Y. Delamotte, A. Dirrheimer, A. Iori, E.M. Kassalow, R. Merli e B. Wilpert (1987), Innovazione e regolazione nell’impresa, Milão, Franco Angeli.Dahl, Svenn-Age, Torstein Neshein, Karen M. Olsen (2009), “Quality of work – concept and measurement”, RECOWE-Working Paper 5.Davoine, L., C. Erhel, and M. Guernoat-Lariviere (2008b), « A taxonomy of European labour markets using quality indicators », Rapport de recherche, 45, Centre d’études de L’emploi.EC (2001), “Employment and social policies: a framework for investing in quality”, COM (2001) 313, Brussels, European Commission.Erhel, C., e M. Guergoat-Larivière (2010), “Job Quality and Labour Market Performance”, Ceps working document 330, Centre for European Policy Studies, available at http://www.ceps.eu. Eurofound (2012), 5th European Working Conditions Survey, Overview report, Luxembourg, Publications Office of The European Union.Eurofound (2002), “Quality of work and employment in Europe: Issues and Challenges”, Foundation paper 1, Fevereiro, available at: http://www.eurofound.europa.eu/pubdocs/2002/12/en/1/ef0212en.pdf Eurostat (2009, 2010, 2011), Labour force survey, available at : http://epp.eurostat.ec.europa.eu/portal/page/portal/statistics/search_database.Gallie, D. (2007a), “Production regimes and the quality of employment in Europe”, Annual Review of Sociology, 33, 85-104.Gallie D. (2007b), Employment regimes and the quality of work, Oxford University Press, Oxford.Gallie, Duncan (2003), “The quality of working life: is Scandinavia different?”, European Sociological Review, 19, 1, 61-79. Green, Francis (2006), Demanding Work, The paradox of job quality in the affluent economy, Princeton and Oxford, Princeton University Press.ILO (1999), Decent work. Report of the Director-General to the 87th session of the International Labour Conference, Genebra.Kalleberg, A. E S. Vaisey (2005), “Pathways to a good job: perceived work quality among machinists in North America”, British Journal of Industrial Relations, 43, 3, 431-454.Kalleberg, Arne L., Barbara F. Reskin, and Ken Hudson (2000), “Bad Jobs in America: Standard and Nonstandard Employment Relations and Job Quality in the United States.” American Sociological Review 65:256-278.Martel, J.P., and G. Dupuis (2006), “Quality of work life: theoretical and methodological problems, and presentation of a new model and measuring instrument”, Social Indicators Research, 77, 333-368.McGovern P., D. Smeaton, S. Hill (2004), “Bad jobs in Britain: Nonstandard Employment and Job Quality”, Work and Occupations, 31, 225-248.OECD (2010, 2011), Labour market statistics, available at: http://stats.oecd.org/index.aspx.Sirgy, M. Joseph, D. Efraty, P. Siegel, D.J. Lee (2001), “A new measure of quality of working life based on need satisfaction and spillover theories”, Social Indicators Research, 55, 242-302.UNECE (2009), Statistical measurement of quality of employment, conceptual framework and indicators, available at: http://www.unece.org/fileadmin/DAM/stats/documents/ece/ces/ge.12/2009/zip.5.e.pdf.Walton, R. (1973), “Quality of work life: what is it?”, Sloan Management Review, 15, 1, 11-21.

Extras

Results

Company-level policies and practicesCompany-level: organizational policy and practices

PT SW

Health and Security The company’s health and security policy is applied in a uniformed way in all units of the multinational group and is defined in the code of conduct. Besides, workers are provided with a health insurance and can benefit from the presence of a doctor at the workplace.

Salary As a way of minimizing hierarchical differences, this company does not encourage high salaries in managerial positions.

Salaries defined by the collective agreement between unions and employers (the company is part of the employers association), independently of the workers’ membership of trade unions.

Salaries defined by the collective agreement between unions and employers. Salaries are dependent on the conditions established by each trade union.

Employment security and social protection

The guidelines of the multinational group determine that after a 6 month period of probation, workers should be given permanent contracts. The company presents itself as an employer that provides workers a long-term career development plan. The process of selection, recruitment and career progression is standardized in the multinational group.

Part-time workers usually have non-permanent contracts. Part-time workers tend to have permanent contracts.

Social dialogue The company’s code of ethics affirms workers’ right to association and condemns any attempt of impeding the free organization of workers. The features of workers’ involvement and participation in this company are, though, highly influenced by the institutional setting of the country and by its regular practices regarding association.

Inexistence of company-level trade union.Low trade union density.

Company-level trade unions.High trade union density.

Skills and competencies

The company’ strategy of career development and lifelong learning is very focused on the individual determination. Each worker has an annual training plan that includes the objectives to be fulfilled and the resources that should be mobilized to obtain it. Apart from technical training modules specific to the business and internal strategy, workers are offered a managing programme that allows them to progress hierarchically, tought in after-labour time schedule. Workers can learn languages and continue their studies with probable financial contributions from the company. For many years, having a formal higher degree was not considered to be important in the company in order to access high level positions.

In managerial and professional positions most workers have a high degree and these are very common in the areas of business, management, and economics, for example.

It is more common to find professionals in these occupations without a high education degree, or for fields of study more spread (music, arts, and politics, for example).

Work organisation Production procedures are standardized in the multinational group. Subsidiaries can exceptionally adapt some of these procedures to the local context. Workers whose occupations are less exposed to normalized norms and procedures, like managers and professionals, enjoy a relative degree of autonomy as long as they fulfill the final objectives. The company has a policy against long hours of work.

Work-family integration

The company presents itself as a family-friendly employer and develops work-life balance practices in most of the subsidiaries. The company has a flexible working hour’s policy, gives workers the possibility of working part-time, and facilitates the articulation with personal life (authorization to leave early or unexpectedly, for example).

Extension of the legal period of parental leave. Birth benefit. Birth present. Protocols with chèches and kindergardens close to the workplace.

Interpersonal relations

The company has institutionalized practices to reduce hierarchical barriers (not using titles, use of uniform in all occupational categories) and to promote interpersonal cooperation between colleagues (team work, team building activities, parties…).

Well-being Low cost meals are available for all workers. Light meals are available for free. The company establishes protocols with gyms, pharmacies and other services to provide lower prices to its workers. Workers’ birthday, seniority, weddings, together with Christmas and other festivities are celebrated and workers are offered gifts.

Results

Individual-level: life trajectories and experiences

Individual-level: organizational policy and practicesPT SW

Health and Security Among the group of interviewees there was no record of serious work-related injuries or health problems. Some reported periods of major work intensity that lead to feelings of stress and fatigue.

Salary Most of the interviewees considered that their salary could be better and recognized that they could have been paid better in other companies. They affirm that their salaries can, though, respond to their needs.

Employment security and social protection All interviewees had a permanent contract and their job was generally considered to be safe. These workers didn’t show much concern with losing their job and imagine themselves working for this same company in the long-term.

Social dialogue Inexistence of past or present experiences of trade union membership or organization.

Most interviewees were members of a trade union. The main reason pointed out as an advantage of being members of a trade union was the access to the unemployment protection (Ghent). The interviewees that were not unionized had already been.

Skills and competencies Most interviewees reported an adequacy between the base competencies acquired in formal education (critical thinking) as important to their jobs, but recognized that the technical skills are better attained at work. They generally considered to be satisfied with the learning and training opportunities that their jobs provide and were motivated to obtain more and different competencies over time and to change to other functions within the organization.

Work organisation Although the levels of reported autonomy were largely high, nearly all interviewees showed some dissatisfaction with the rigid work procedures. Also, the rejection of long hours of work doesn’t seem to avoid processes of work intensification and tiredness.

Work-family integration The company is considered a family-friendly employer by the group of professionals in this study. Most of them declared they have a good balance between the different spheres of life. Some of them came to this company in order to have a better satisfaction in this work-domain. The policy of the company was largely evaluated as being positive in this matter.

Interpersonal relations A good organizational climate was reported by all workers. The work context was described as informal and familiar. Team work, extra-work activities and the non-use of academic titles were presented as elements that promote the good working environment.

Well-being Most interviewees considered that their work is useful and showed motivation and personal realization and satisfaction with their work.


ISCED 5-6 employment, by occupation

Workers, company and national institutions: studying the quality of work of Portuguese and Swedish...

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