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