1 Organisational changes and the evolution of working quality life A comparison between the private sector and the state civil service (France) Maëlezig.
Post on 19-Jan-2016
213 Views
Preview:
Transcript
1
Organisational changes and the evolution of working
quality lifeA comparison between the private sector and the state
civil service (France)
Maëlezig Bigi,Nathalie Greenan, Sylvie Hamon-Cholet,Joseph Lanfranchi,
Sofia, Bulgaria / 18 & 19 October 2012, International Conference Adressing Quality of Work in
Europe
Mutual benefits vs. Critical perspectives 2
Private sector « High Performance Work
Organisation » (HPWO) Goal: improve
productivity through employee involvement
Several managerial tools ICT tools
« New Public Management » (NPM) Goal: decrease public
spending and improve the quality of public services
Set of managerial tools borrowed from the private sector
ICT tools
The proximity of the tools that are spread across the two sectors in order to "modernize" is the foundation on which we build our comparison
Do the same tools relate to the same effect in both sectors ? It is difficult to construct performance indicators comparable in the
two sectors, it is easy to use a common grid to assess the impact perceived by employees
Public sector
Our analytical approach
Two families of tools management of productive activity ICT
Three dimensions of work experience intensification enrichment involvement at work
A dynamic approach to the relationship between managerial strategies and work experience
A comparative analysis between the private sector the State Civil Service
3
4
A survey developed first in the competitive sector in 1997, reedited in 2006
Extended to the State Civil Service in 2006, central government departments
Common principles for measuring changes
Same questionnaires architecture
Same method of survey But questionnaires adapted
to each sector A steering committee
composed of experts from each sector
Identified respondents in each sector
for employers A survey also developed in
first place in the competitive sector in 1997, reedited in 2006 on the broad scope of employers
A single questionnaire for all employees of all the sectors surveyed
Factual and objectives questions on the conditions of work activity
Retrospective questions for measuring changes
COI surveys
for employees
Studied populations 5
Banking and insurance
Business Services and medias
6
Measuring changes(1)
Tools used by the organisation= models of organized action
Adoption or droping of tools= employers’ intentions of change
Extension of the COI survey to the State Civil Service = Changes in the public sector are partly instrumented by tools also adopted and implemented in the competitive sector
7
Measuring changes(2)
From COI survey, two synthetic indicators Management tools
ICT tools
===>>>> This distinction allows identifying interactions between the two types of change.
Comparable indicators overtime and between the private sector and the State Civil Service
8The tools retained
ManagementICT1. Quality certification2. Environnemental and ethical
certification3. Methods of problems solving4. Tools for labelling goods and
services5. Satisfaction surveys of
customers6. Management of production
just in time7. Tools for tracing goods and
services8. Contractual commitment to
provide a product or a service or customer service within a limited time
9. Requirement for suppliers to meet tight deadlines
10.Long term relationships with suppliers
11.Call and contact Centres 12.Teams or autonomous work
groups13.IT management integrated to
the customer relationship
1. Web site2. Local area network3. Intranet 4. Extranet 5. Electronic data interchange
system6. Database(s) on the
management of human resources
7. Database(s) for research8. Tools for data analysis9. Tools for interfacing
databases10.Tools for automated data
archiving11.ERP12.Software or firmware for
the management of human resources
13.Software or firmware for research
14.Groupware15.Workflow software
9
10
11More changes …
… in the public sector than in the private ICT changes Management changes
Private sector
Restricted private Public
Private sector
Restricted private Public
distribution sector sector sector
sector
mean 0,12 0,15 0,33 0,07 0,07 0,33
mode 0,00 0,00 0,00 0,00 0,00 0,00
variance 0,50 0,48 0,86 0,35 0,25 0,94
99% 0,97 1,02 1,88 0,88 0,72 1,21
95% 0,59 0,70 0,82 0,49 0,49 0,90
90% 0,42 0,50 0,68 0,30 0,32 0,86
75% 0,17 0,20 0,50 0,00 0,00 0,55
50% (médian) 0,00 0,00 0,30 0,00 0,00 0,31
25% 0,00 0,00 0,12 0,00 0,00 0,00
10% 0,00 0,00 0,00 0,00 0,00 0,00
5% 0,00 0,00 0,00 0,00 0,00 0,00
1% -0,14 -0,16 0,00 -0,18 -0,18 0,00
Dimensions of Working life Quality 12
Work Work IntensificatioIntensificatio
nnEnrichmentEnrichment Commitment Commitment
to workto work
Constraints on pace of work
(increasing, stable,
decreasing)
Use of skills (increasing,
similar, decreasing)
Being involved at work
(more, similarly, less)
Activity peaks (more, no peak,
fewer)
Learning new things at work
(yes or no)
Work recognized at
fair value
13
A work intensification
frequently reported by employees
... A reduction of activity peaks less often reported by civil servants
14
Civil servants declared more often learning new things in their work ...
... and having increased their skills.
15
Civil servants declare more often a a stable level of involvement ...
... Employees of the restricted private sector and the public sector are comparable in terms of the level of fair work recognition.
How we measure … 16
… the effects of organisational changes …
… on the evolution of working life quality
What we want to measure :
aggravation / mitigation of indicators of evolution of
working life quality
Employee control variables : gender, seniority, age,
qualification, marital status, spose’s emplyment, weekly
working hours, part time work, employment status, pay
Employer control
variables : size,
sector/ministry
Indicator of managemen
t changes
Non linear effects
Indicator of ICTchanges
Non linear effects
Possible effects of complementarity
between the two families of change
Results for intensification 17
IntensificationIntensification
Private Private sectorsector
•No significant impact on the evolution of constraints on the pace of work or activity peaks•A small effect of management tools on the evolution of activity peaks
Public Public sectorsector
•No significant impact on the evolution of constraints on the pace of work• Increased activity peaks with a high level of ICTchanges
Evolution of constraints on pace of work Private
sector
Restricted private sector
Public sector
Ch. ICT ns ns ns Ch. ICT² ns ns ns Ch. Management ns ns ns Ch. Management ² ns ns ns Interaction ch. ns ns ns Coefficient > 0 : sign + ; coefficient < 0 : sign - ; non significant : ns Significance levels : 3 signs if p<0.01, 2 signs if p<0.05, 1 sign if p<0.1
Evolution of activity peaks Private
sector
Restricted private sector
Public sector
Ch. ICT ns ns ns Ch. ICT ² - ns + Ch. Management ns ++ ns Ch. Management ² ns ns ns Interaction ch. ns ns ns Coefficient > 0 : sign + ; coefficient < 0 : sign - ; non significant : ns Significance levels : 3 signs if p<0.01, 2 signs if p<0.05, 1 sign if p<0.1
Results for enrichment 18
EnrichmentEnrichment
Private Private sectorsector
•Positive effect of ICT and management changes on the evolution of skills uses, except when the changes in ICT tools are very high•A small positive effect of complementarity on the evolution of skills uses•No effect on learning new things except negative with a high level of change for ICT tools
Public Public sectorsector
•No effect on the evolution of skills •A little positive effect of changes in ICT tools on learning new things
Evolution of skill uses Private
sector
Restricted private sector
Public sector
Ch. ICT ++ ns ns Ch. ICT ² -- ns ns Ch. Management ++ +++ ns Ch. Management ² ns ns ns Interaction ch. + ns ns Coefficient > 0 : sign + ; coefficient < 0 : sign - ; non significant : ns Significance levels : 3 signs if p<0.01, 2 signs if p<0.05, 1 sign if p<0.1
Learning new things at work Private
sector
Restricted private sector
Public sector
Ch. ICT ns ns + Ch. ICT ² -- ns ns Ch. Management ns + ns Ch. Management ² ns ns ns Interaction ch. ns ns ns Coefficient > 0 : sign + ; coefficient < 0 : sign - ; non significant : ns Significance levels : 3 signs if p<0.01, 2 signs if p<0.05, 1 sign if p<0.1
Results for commitment 19
CommitmentCommitment
Private Private sectorsector
•Positive effect of management changes on involvement•Positive effect of management changes (but negative if too high) and little negative effect of ICT changes on the feeling of fair work recognition
Public Public sectorsector
•Negative effect of changes on involvement•Negative effect of changes on the feeling of fair recognition
Evolution in involvement Private
sector
Restricted private sector
Public sector
Ch. ICT ns ns ns Ch. ICT ² ns ns -- Ch. Management +++ +++ -- Ch. Management ² - ns ns Interaction ch. +++ ++ -- Coefficient > 0 : sign + ; coefficient < 0 : sign - ; non significant : ns Significance levels : 3 signs if p<0.01, 2 signs if p<0.05, 1 sign if p<0.1
Fair work recognition Private
sector
Restricted private sector
Public sector
Ch. ICT - ns ns Ch. ICT ² ns ns ns Ch. Management +++ +++ -- Ch. Management ² --- -- +++ Interaction ch. + ns - Coefficient > 0 : sign + ; coefficient < 0 : sign - ; non significant : ns
Significance levels : 3 signs if p<0.01, 2 signs if p<0.05, 1 sign if p<0.1
20
ICT changes more intense than changes in management tools in the competitive sector
Major changes in both areas in the public sector and ICT already heavily disseminated at the beginning of the observed period of time
Compared to the competitive sector , changes in average more intense in the public sector
Conclusion
No significantly substantial effect on the work intensification
Increasing use of skills in the private sector with no implication in terms of learning new things / No link changes – enrichment in the State civil service
An increasing involvement for the employees of private sector with changes, but civil servants show discouragement facing change, and in particular if ICT and management changes are combined
A positive significant effect of management changes on the feeling of fair work recognition in the private sector, mitigated if combined with ICT changes / the combination of the two types of changes leads mostly to the perception of effort-reward imbalance in the public sector
Four hypothesis …
The mechanisms of self selection of employees to join one or the other sector could generate differences in attitude face to change
We could also assume that employees in troubles with changes in the private sector leave their firms, thus maintaning an high involvement for those who stay
The process behind the changes is not the same in both sectors : market pressures play a fundamental role in the private sector, while the political pressure is crucial in the State civil service
The preparation of the changes, the communication around their implementation, forms of employee participation, the human resource policies are not the same between the private sector and the public sector
21
… to explain those differences
22
Sofia, Bulgaria / 18 & 19 October 2012, International Conference Adressing Quality of Work in
Europe
Thanks for your attention !
Questions ?
top related