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"Hard Work in New Jobs investigates hard work and new and expanding jobs in Europe. The interrelationship between the labour market and welfare regimes, quality of work and quality of life is played out at many levels: the institutional; the organizational level of the company and its customers or clients; the level of everyday life at the workplace and beyond it; and the level of workers' careers and biographies. So far, there have been limited attempts to connect these levels in analysing the interrelationship between job growth, quality of work and quality of life. The present book aims to do just that and connects analyses of the structure and meaning of 'hard work'. The book explores the configurations and factors that shape 'hard work' on the European level, the levels of European and national sectors, the levels of companies and the career trajectories and experiences of workers in catering, cleaning, construction, elderly care, and waste management"--

PurposeThe purpose of this paper is to identify different job types in the Belgian electricity sector and their relations with employee outcomes such as work engagement and innovative work behaviour (IWB).Design/methodology/approachThis paper uses a combination of latent profile analysis and relative operating characteristics (ROC) analysis.FindingsDepending on the job resources and demands, five different job types are identified corresponding largely to the Karasek and Theorell (1990) job types. Their relation with the outcomes is not parallel with low-strain jobs performing best for work engagement, and active jobs for IWB.Research limitations/implicationsThe combination of methods used in this study increases significantly the ease of communication of the findings, yet an external benchmark for the ROC analysis would be preferable.Practical implicationsTo foster engagement and IWB with employees one should focus on the job content and only increase demands if they are combined with sufficient resources.Originality/valueThis research is the first in its kind that relates latent job types with different employee outcomes using a combination of latent profile and ROC analysis.

Micro and small enterprises (MSEs) have difficulties managing occupational safety and health (OSH) and hence may experience poor OSH conditions and often lack systematic OSH management. The complex causes for this and the outcome in terms of work-related injuries and poor working environments are described in the first report from the Safe Small and Micro Enterprises (SESAME) project (EU-OSHA, 2016). The workplace view is described and discussed in another report from the SESAME project (EU-OSHA, forthcoming). Even if there are problems related to OSH, there are also many good examples on how to reach out to MSEs and improve OSH conditions and OSH management among MSEs. An inventory has been made of such good examples, and selections of the examples are described in this report in order to showcase these good examples. The descriptions of the good examples have been developed to serve as inspiration for stakeholders and intermediaries on how to reach out to and improve OSH in MSEs. The aim is also to provide sufficient information for an analysis of what kind of initiatives work, how the good examples have been or can be tailored to the target group and how they can be adapted to the needs, prerequisites and context of the target groups in order to answer the question 'What works, for whom and under what circumstances?' (Pawson and Tilley, 1997). The rich variety of good examples illustrates the wide range of available means to improve OSH. The examples vary in purpose and aim, methods, targeted sectors and actors, dissemination of knowledge, and sustainability, to mention some of the most important dimensions. The 44 good examples are grouped according to their main themes and approaches. Each theme is briefly commented on, in order to highlight other examples that apply a similar approach but are presented under other themes. They are also commented on to present different aspects on the themes. In the report from work package (WP)3 of the SESAME project, the experience and insights learned from the 44 good examples described below are included in the overall discussion of the findings from WP3 in order to get a deeper understanding of the mechanisms and dynamics behind the examples, what MSEs they are aimed at, what has been achieved and what mechanisms make them effective. This answers the core question 'What works, for whom and under what circumstances?'. Based on this analysis, it is also discussed how these examples can be developed and improved in order to be more efficient and effective.

Based on the analyses conducted in the LITME@WORK project we will now turn to the question of how digital media literacy (DML) can be further integrated in team and distance work structures and practices in order to support effective, stimulating and meaningful ways of working. In this chapter, we therefore provide a range of recommendations for policy and practice. The recommendations formulated here are in the first instance meant for those who seek to foster DML at work – no matter whether they inscribe themselves in a classic celebratory NWOW discourse or not. These recommendations are: 1) treat competences as abilities to perform particular practices rather than abstract values; 2) use the DML matrix in a reflexive way; 3) (re)consider the organizational design of teams as a strategic factor for organizations; 4) acknowledge the value of articulation work in hiring and career development; 5) focus the team leader's role on facilitating a shared understanding of teamwork and supporting distributed articulation work; 6) re-design training and evaluation initiatives beyond individual practices, operational skills and digital tools; 7) integrate the development of DML in a more balanced discourse about organizational change. ; info:eu-repo/semantics/published

In this chapter we address key organizational dimensions and challenges for digital media literacy (DML) in collaborative and distance work. Starting from the insights developed in the LITME@WORK project from a variety of research approaches on DML in collaborative and distance work, we build bridges between the different chapters that cover the following themes: (1) digital media competences in collaborative and distance work; (2) the concept of "newness" in discussions of DML and new ways of working (NWOW); (3) DML as a social construct; (4) implications of collaborative and distance work for well-being; (5) the issue of digital (social) inclusion; (6) the role of technology; and (7) management in team- and distance work. These issues were selected on the basis of their salience in contemporary debates on office work and their relevance for the different theoretical and empirical approaches applied in the project. ; info:eu-repo/semantics/published

This chapter illustrates via a piloted application how one of the five steps of the CASI Framework (CASI-F), which is designed for the management and assessment of sustainable innovation, can be applied to monitor policy developments. To this end, we reviewed 96 policy recommendations from CASI policy briefs concerning the Europe 2020 strategy, with a special focus on resource efficiency. The results show that CASI-F can provide a useful additional tool for analysing and reflecting on the outcomes of a policy watch. In particular, CASI-F provides opportunities to review how policy recommendations relate to policy levels and types of stakeholder. ; Non peer reviewed

L'ouvrage doit être cité de la façon suivante:MEADOW Consortium (2010), The MEADOW Guidelines, Project funded within the 6th Framework Programme of the European Commission's DG Research, Grigny, France, http://www.meadow-project.eu/index.php?/Article-du-site/Guidelines.html ; International audience ; The MEADOW Guidelines propose a measurement framework for collecting and interpreting internationally harmonised data on organisational change and its economic and social impacts for both private and public sector organisations. Reliable harmonised statistics on organisational change would provide the basis for effective benchmarking through the exchange of information on best practices across EU-member states and in this way could contribute directly to the success of European policy initiatives aimed at increasing the fl exibility and adaptability of organisations and employees while simultaneously improving the quality of jobs during economic booms as well as downturns. The MEADOW project (MEAsuring the Dynamics of Organisations and Work) is a European Commission funded Coordinating Action that brought together a multidisciplinary consortium of 14 partners from 9 European countries. The Meadow consortium has been actively supported by a number of key European and international institutions with central responsibilities for data collection and dissemination, including the OECD, EUROSTAT, the European Foundation for the Improvement of Living and Working Conditions, the European Agency for Safety and Health at Work, and DG Employment. MEADOW has been funded by the European Commission under priority 7 (Citizens and Governance) of the 6th RTD Framework Program. ; Les lignes directrices MEADOW proposent un cadre de mesure pour la collecte et l'interprétation de données harmonisées au niveau international sur le changement organisationnel et ses conséquences économiques et sociales pour les organisations des secteurs public et privé. Des statistiques harmonisées fiables sur le changement organisationnel fourniraient la base d'analyses comparatives permettant d'identifier les bonnes pratiques au sein des États membres de l'UE et de cette manière pourrait contribuer directement au succès des initiatives politiques européennes visant à accroître la flexibilité et l'adaptabilité des organisations et de leurs salariés tout en améliorant la qualité des emplois aussi bien en période d'expansion que de contraction de l'activité économique. Le projet MEADOW (mesurer la dynamique des organisations et du travail) est une action de coordination financée par la Commission européenne qui a réuni un consortium pluridisciplinaire de 14 partenaires issus de 9 pays européens. Le consortium MEADOW a été activement soutenu par des institutions européennes et internationales ayant des responsabilités centrales dans la collecte et la diffusion des données, comme l'OCDE, EUROSTAT, la Fondation européenne pour l'amélioration des conditions de vie et de travail, l'Agence européenne pour la sécurité et la santé au travail, et la DG emploi. MEADOW a été financé par la Commission européenne au titre de la priorité 7 (Citoyens et gouvernance) du 6ème programme-cadre de Recherche et développement.

L'ouvrage doit être cité de la façon suivante:MEADOW Consortium (2010), The MEADOW Guidelines, Project funded within the 6th Framework Programme of the European Commission's DG Research, Grigny, France, http://www.meadow-project.eu/index.php?/Article-du-site/Guidelines.html ; International audience ; The MEADOW Guidelines propose a measurement framework for collecting and interpreting internationally harmonised data on organisational change and its economic and social impacts for both private and public sector organisations. Reliable harmonised statistics on organisational change would provide the basis for effective benchmarking through the exchange of information on best practices across EU-member states and in this way could contribute directly to the success of European policy initiatives aimed at increasing the fl exibility and adaptability of organisations and employees while simultaneously improving the quality of jobs during economic booms as well as downturns. The MEADOW project (MEAsuring the Dynamics of Organisations and Work) is a European Commission funded Coordinating Action that brought together a multidisciplinary consortium of 14 partners from 9 European countries. The Meadow consortium has been actively supported by a number of key European and international institutions with central responsibilities for data collection and dissemination, including the OECD, EUROSTAT, the European Foundation for the Improvement of Living and Working Conditions, the European Agency for Safety and Health at Work, and DG Employment. MEADOW has been funded by the European Commission under priority 7 (Citizens and Governance) of the 6th RTD Framework Program. ; Les lignes directrices MEADOW proposent un cadre de mesure pour la collecte et l'interprétation de données harmonisées au niveau international sur le changement organisationnel et ses conséquences économiques et sociales pour les organisations des secteurs public et privé. Des statistiques harmonisées fiables sur le changement organisationnel fourniraient la base d'analyses comparatives permettant d'identifier les bonnes pratiques au sein des États membres de l'UE et de cette manière pourrait contribuer directement au succès des initiatives politiques européennes visant à accroître la flexibilité et l'adaptabilité des organisations et de leurs salariés tout en améliorant la qualité des emplois aussi bien en période d'expansion que de contraction de l'activité économique. Le projet MEADOW (mesurer la dynamique des organisations et du travail) est une action de coordination financée par la Commission européenne qui a réuni un consortium pluridisciplinaire de 14 partenaires issus de 9 pays européens. Le consortium MEADOW a été activement soutenu par des institutions européennes et internationales ayant des responsabilités centrales dans la collecte et la diffusion des données, comme l'OCDE, EUROSTAT, la Fondation européenne pour l'amélioration des conditions de vie et de travail, l'Agence européenne pour la sécurité et la santé au travail, et la DG emploi. MEADOW a été financé par la Commission européenne au titre de la priorité 7 (Citoyens et gouvernance) du 6ème programme-cadre de Recherche et développement.