Competence development in work organisations and relation to HRM and knowledge management
description
Transcript of Competence development in work organisations and relation to HRM and knowledge management
Monique RamioulDECOWE
Ljubljana,24-25/9/2009
Competence development in work organisations
and relation to HRM and knowledge management
Changes in work organisations and required skills as related to global value chain restructuring
Monique RamioulDECOWE
Ljubljana,24-25/9/2009
Logistics IT
Austria Belgium Bulgaria Denmark France Germany Greece Hungary Italy Netherlands Norway Portugal Sweden UK
6FP – Citizens and Governance in the KBS
2.1.3 Changes in work in the knowledge society2005-2009
HIVA-K.U.LEUVEN – Belgium: co-ordinationFORBA – Austria LONDONMET - UK
FTU – Belgium UPSPS – Greece
UT – Netherlands UESSEX - UK
ISB – Hungary ISF MUNCHEN - Germany
FZK – Germany IET – Portugal
IRES - Italy SINTEF - Norway
ATK – Sweden CEE-CNRS – France
IS - Bulgaria AMI - Denmark
Monique RamioulDECOWE
Ljubljana,24-25/9/2009
Re-search and develop-ment
PRO-DUCTION ICT
Distribution/ lo-gistics
custo-mer serviceengeneering
Adminis-trative services
Global value chain restructuring
Relocation Outsourcing Offshoring
Monique RamioulDECOWE
Ljubljana,24-25/9/2009
WORKS: changes in work
Business functions investigated:ProductionR&D, ICT servicesLogistics, customer services
Sectors investigated:Food, Clothing, IT Services of general interest (post, railways)Public sector administration
Monique RamioulDECOWE
Ljubljana,24-25/9/2009
58 organisational case studies: Selected out of matrix combining: (5)business functionsX(5) sectorsX(13)countriesRestructuring event past 5 years (2002+)Workplace level interviews
30 occupational case studiesOccupational groups in the business functions
Analysis of EU databases from establishment and employee surveys:
CLFS, EWCS, CHPEU and national establishment surveys
WORKS - Empirical data
Monique RamioulDECOWE
Ljubljana,24-25/9/2009
1. Are work organisations adapting as a response to:
...changed knowledge requirements related to restructuring implying the externalisation of codified work
...increased competitiviness and the need for more innovation capabilities
...increased speed and shorter business cycles which are reported in all businesses and sectors
► These (contradictory) requirements puts high demands on acquisition, development and use of knowledge and skills
Corporate strategies and changes in work
Monique RamioulDECOWE
Ljubljana,24-25/9/2009
2. New organisational responses and practices facilitating a learning organisation
Changing work organisationsEg.:‘reconversion’ of sewing machine operators to
prototype and design Teamwork across company boundariesMoving up the value chainEg.: the learning organisation in high-end ITTraining and access to training: GVR may give access to new internal labour markets
Corporate strategies and changes in work
Monique RamioulDECOWE
Ljubljana,24-25/9/2009
3. New organisational responses and practices threathening this
Loss of knowledge because of fragmentation and VC lengthening: eg. foodRestructuring is preceeded by codification & standardisationGeneral trends of standardisation and formalisation eg. Software developmentFormalisation related to work over distance and M&AInternal tendering >< collaboration: eg. IT
Corporate strategies and changes in work?
Monique RamioulDECOWE
Ljubljana,24-25/9/2009
1. Indications of upskilling
Lowskilled work ‘disappears’: new task composition for the remaining workforceShift of core business in restructuring companies eg. clothingAccess to new knowledge and learning opportunities in the chain eg. IT
Innovating companies and competent employees?
Monique RamioulDECOWE
Ljubljana,24-25/9/2009
2. New skill needs emerging
Related to organisational and technological changes accompanying the restructuring eg. clothingGrowing importance of non-professional skills, not necessarily strengthening these eg. Clothing, software development, R&D“Skill-intensification” related to required combination and integration of (conflicting) competences and speeding-up of business
Innovating companies and competent employees?
Monique RamioulDECOWE
Ljubljana,24-25/9/2009
2. BUT upskilling seems:Highly determined by the position of the firm in the value chainClosely related to work intensification, not necessarily beneficial for QoWGrowing importance of non-professional skills may jeopardise development eg. Clothing, software development, R&D“Organisational flexibility” is shifted to workers’ skills and informal capabilities to compensate for dysfunctional rigiditiesThese capabilities are under pressure due to overall work intensification and speeded-up businesses
Innovating companies and competent employees?
Monique RamioulDECOWE
Ljubljana,24-25/9/2009
Survey data show (Comparative analysis EWCS data, EU15 in 1995, 2000, 2005)Jobs offer less learning opportunitiesSignificant DECREASE in work complexity between 1995 and 2000, and between 2000 and 2005 even after controlling for micro and macro characteristicsWork intensification all over EuropeSignificant INCREASE in intensity of technical/bureaucratic constraints
Innovating companies and competent employees?
Monique RamioulDECOWE
Ljubljana,24-25/9/2009
Innovating companies and competent employees?
“Do you feel that you have skills or qualifications to do a more demanding job than the one
you now have?”(ECHP)
Monique RamioulDECOWE
Ljubljana,24-25/9/2009
Percentage overqualified
0
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70 DenmarkHollandBelgiumFranceIrelandItalyGreeceSpainPortugalAustriaFinland
Monique RamioulDECOWE
Ljubljana,24-25/9/2009
1. New internal labour markets may emerge Increased knowledge-intensity requires trainingThis may be at the level of the VC Changes depend on the situation in the ‘destination’ company
2. Others may erodeDirectly related to the relocation of jobsOr related to fragmentation of employment conditionsesp. the lower-skilled seem at risk
3. Still others develop ‘paradoxically’increased skill requirements combined with insecurity and more flexibilityOr with ‘outsourcing’ of the training responsibilities
The role of labour markets in skill development: erosion or new paths?
Monique RamioulDECOWE
Ljubljana,24-25/9/2009
4. Existing VETsystems at regional or company level under pressure and in deep transition
Both the company......and the individual become the prime actorsGrowing job insecurity/flexibility may threathen individual employability
5. This may be bad in the longer runFor bottom up innovation strategiesRelated to ‘marketisation’ and growing competition
6. Some new ‘germs’ of coordination are observed too
The role of labour markets in skill development: erosion or new paths?
Monique RamioulDECOWE
Ljubljana,24-25/9/2009
Will ‘chain’-coordination replace firm- or industry- coordination? => There are no simple causalities between economic rationalities, production strategies, welfare regimes and VET systems.
The role of labour markets in skill development: erosion or new paths?
Monique RamioulDECOWE
Ljubljana,24-25/9/2009
www.worksproject.be
The WORKS project