TED Talk – Van Hootegem – Evidence-based Consulting and Workplace Measurement
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Transcript of TED Talk – Van Hootegem – Evidence-based Consulting and Workplace Measurement
Evidence Based Consulting and Measuring Healthy Workplaces
A multi-level multi-method action research programme
Boston, October 4th geert.vanhootegem
About Flanders Synergy
» Network of organizations (all kind)(Microsoft, IBM, Philips, Bombardier, Flemish radio & television, e.g.)
» Founded by 10 organizations, 144 members today
» 80% public funding
» Innovation funding
» Stimulates Innovative Work Organization based on modern sociotechnical thinking
» Training (11 day course for experienced consultants)
» Projects by European Social Fund (100.000€/2 year)
» Research:» Strategic» Applied » Action
©2005 Katholieke Universiteit Leuven Departement Sociologie
Research Cycle
Context and requirements
» Denise Rousseau: management science needs to be evidence based
and therefor a need of:
» Development of evidence based consulting
» Long and complex paths
» Although success of lean: hours/car AND NOT:
» The eight form of deadly waste
» Theory of Ulbo de Sitter: theoretical framework of logic propositions but
necessary (and difficult) to test!
» Case study evidence: needed but not enough
Approach : Look how work supports development
» Motives are dependent on the situation, no fixed personal
charactertistics
» Work is able to mobilise motives and develop them
» Organize work in such a way that it is able to develop commitment
through intrinsic motivation
» Quality of work = the ability of an organization to mobilise commitment
from workers
» This is possible by means of regulation capacity: the central indicator
for quality of work
Organization as an interaction network
» An organization is a social interaction network with workplaces
as nodes occupied by people
» Important for the quality of work is the regulation capacity on
such a node
» This regulation capacity is the space determined by the network
to regulate one’s own work
» This is a dynamic approach: the structure of this interaction
network determines the opportunities for the development of
motives
» This structure is determined by the division of labour
The organization of work determines the quality of work
Division of labour Design of jobs
Learningopportunities
Stress risks
Measurement ofquality of work
Measurement ofwork organization
Multi-level / Multi-method
Start of projectEnd of project
+ 6 months
Case
AuditType of intervention
Case Case Case Case CaseQuick scan
Measurement ofWork organization
Employee questionnaireMeasurement of quality of work
(Dis)aggregation (Dis)aggregation
©2005 Katholieke Universiteit Leuven Departement Sociologie
»
» Measurement 1 Measurement 2
» Workers 6088 449
» Organizations 128 21
» Scans 107 15
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Karasek-model
Low strain work
A Stress risks
High
Low
Low
High
High strain work
Active work
Passive work
Work pressure(c
ontr
ol)
B Learning possibilities
Quality of work: measurement
» WEBA-analysis investigates a job on the following characteristics:
» Professional completeness
» Organizing tasks
» Short cycled tasks
» Complexity
» Autonomy
» Contact possibilities
» Information provision
Survey questionnaire: topics
» Employee and employment characteristics
» Nature of work (WEBA)Short-cycled workComplexityPredictabilityVariabilityCompletenessAutonomyContactOrganizing tasksSupply of information
» Well-being at workTime pressureEmotional workloadJob insecurityRecovery needLearning possibilitiesWell-beingSatisfactionInnovative work behaviour Intention to quit
Survey: Invitation mail
Survey: Start
Survey: Introduction
Questionnaire (1)
Questionnaire (2)
Questionnaire (3)
Questionnaire (4)
Questionnaire (5)
Questionnaire (6)
Quick-scan organization: topics
» Characteristics of the organization
» Characteristics of products / services
» Structure of production process
» Tasks and responsibilities of groups
» Internal division of labour within groups
» Working conditions
» Performance indicators
Use of typologies: Structure of process
Line
Functional
Flow
Module
Phase
Use of typologies: Group hierarchy
logistics technology
organizationquality
Fixed boss
Fixed cooperating boss
Shifting boss
Star model
Use of typologies: division of labour within groups
No division of labour
Division according to indirect tasks
Integration of indirect tasks
©2005 Katholieke Universiteit Leuven Departement Sociologie
… and Results?
©2005 Katholieke Universiteit Leuven Departement Sociologie
… and results?
©2005 Katholieke Universiteit Leuven Departement Sociologie
… and results