Evidence Based Consulting and Measuring Healthy Workplaces. A multi-level multi-method action research programme

1. Evidence Based Consulting and
Measuring Healthy Workplaces
A multi-level multi-method action research programme
Boston, October 4th
geert.vanhootegem

2. 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

3. Research Cycle
©2005 Katholieke Universiteit Leuven
Departement Sociologie

4. 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

5. 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

6. 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

7. The organization of work determines
the quality of work
Measurement of
work organization
Learning
opportunities
Division of labour
Design of jobs
Stress risks
Measurement of
quality of work

8. Multi-level / Multi-method
End of project
+ 6 months
Start of project
Audit
Type of intervention
Case
Case
Case
Quick scan
Measurement of
Work organization
Case
Case
(Dis)aggregation
(Dis)aggregation
Employee questionnaire
Measurement of
quality of work
Case

9. »
»
Measurement 1
Measurement 2
6088
449
» Organizations
128
21
» Scans
107
15
» Workers
»
»
»
»
»
»
©2005 Katholieke Universiteit Leuven
»
Departement Sociologie

10. Karasek-model
B Learning possibilities
Work pressure
Low
High
High
Active work
Passive work
High strain work
(control )
Low strain work
Low
A Stress risks

11. 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

12. Survey questionnaire: topics
» Employee and employment characteristics
» Nature of work (WEBA)
Short-cycled work
Complexity
Predictability
Variability
Completeness
Autonomy
Contact
Organizing tasks
Supply of information
» Well-being at work
Time pressure
Emotional workload
Job insecurity
Recovery need
Learning possibilities
Well-being
Satisfaction
Innovative work behaviour
Intention to quit

13. Survey: Invitation mail

14. Survey: Start

15. Survey: Introduction

16. Questionnaire (1)

17. Questionnaire (2)

18. Questionnaire (3)

19. Questionnaire (4)

20. Questionnaire (5)

21. Questionnaire (6)

22. 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

23. Use of typologies: Structure of process
Line
Functional
Flow
Module
Phase

24. Use of typologies: Group hierarchy
Fixed boss
Fixed cooperating boss
Shifting boss
logistics
technology
Star model
quality
organization

25. Use of typologies: division of labour within groups
No division of labour
Division according to indirect tasks
Integration of indirect tasks

26. … and Results?
©2005 Katholieke Universiteit Leuven
Departement Sociologie

27. … and results?
©2005 Katholieke Universiteit Leuven
Departement Sociologie

28. … and results
©2005 Katholieke Universiteit Leuven
Departement Sociologie