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Congresso em Valência

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  • 1. Impact Of Social Capital On Flexible Work Organisation Models Comparative Study Of European Countries Pedro Ferreira (NIDISAG), Elvira Vieira (NIDISAG), Isabel Neira (USC) Ferreira, Vieira & Neira
  • 2. Main Goal Present a contribution to the understanding of the relation between social capital and work organization models, namely the importance of social capital in promoting the so called new forms of work organization, such as High Performance Work Systems (HPWS) Ferreira, Vieira & Neira
  • 3. Main Goal How? Understand the influence that social capital embodied in organisations’ social context has on the use of new forms of work organisation at national level, using data from thirteen European countries, between 1990 and 2005, taken from World Values Survey and European Working Conditions Survey Why? The few studies that look at this relation tend to use a context-bound approach to social capital, that is, they look at social capital as a result of relationships developed among co-workers Ferreira, Vieira & Neira
  • 4. What are High Performance Work Systems? Dimension Sources Variables of EWCS Job rotation Becker & Huselid, 1998; Evans & Davis, Job involve: rotating tasks with colleagues (TASK 2005; Ichniowski et al, 1997; MacDuffie, ROTATION) 1995 Teamwork Arthur, 1994; Becker & Huselid, 1998; Evans & Davis, 2005; Guthrie, 2001; Ichniowski et al, 1997; MacDuffie, 1995; Pfeffer, 1998 Training & learning Arthur, 1994; Becker & Huselid, 1998; Job involve: learning new things (LEARNING) Beltrán-Martín et al. (2008); Evans & Davis, 2005; Guthrie, 2001; Ichniowski et al, 1997; MacDuffie, 1995; Pfeffer, 1998 Open Communication Arthur, 1994; Becker & Huselid, 1998; Evans & Davis, 2005; Guthrie, 2001; Ichniowski et al, 1997; MacDuffie, 1995; Pfeffer, 1998 Problem solving Boxall & Macky, 2007; MacDuffie, 1995 Job involve: solving unforseen problems of your own (SOLVING PROBLEMS) Quality tasks performed by Arthur, 1994; MacDuffie, 1995 Job involve: assessing yourself the quality of your own work production workers (ASSESSING QUALITY) Decentralized decision Evans & Davis, 2005; Pfeffer, 1998 Can choose / change methods of work (WORK METHOD) making Can choose / change speed of work (WORK SPEED) Can choose / change order of tasks (ORDER TASKS) Can take break when wishes (BREAKS) Ferreira, Vieira & Neira
  • 5. Social Capital in Organisations • How to measure social capital: associability and trust and as important measures of social capital • Organisational social capital has been understood as a resource capable of generate outcomes, namely improve the overall organisational performance through several practices • The relation between social capital and work organisation: Gant, Ichniowski & Shaw (2002) and Gittell, Seidner & Wimbush (2007) Ferreira, Vieira & Neira
  • 6. Variables used in the study Variables Abbrev. Description Source Positive answers to the question: “Generally speaking, would you say that most people can TRUST TRU World Values Survey be trusted or that you need to be very careful in dealing with people?” TASK ROTATION TR Job involve: rotating tasks with colleagues LEARNING LRN Job involve: learning new things Job involve: solving unforeseen problems of SOLVING PROBLEMS SP your own Job involve: assessing yourself the quality of European Working ASSESSING QUALITY AQ your own work Conditions Survey WORK METHOD WM Can choose/change methods of work WORK SPEED WS Can choose/change speed of work ORDER TASKS OT Can choose/change order of tasks BREAKS BRE Can take break when wishes Ferreira, Vieira & Neira
  • 7. Trust & HPWS in Southern European Countries (1990-2005) 0,97 0,99 1,00 0,90 0,92 0,89 0,84 0,82 0,83 0,81 0,80 0,78 0,72 0,63 0,57 0,50 0,50 0,40 0,41 0,39 0,31 0,13 0,05 0,01 0,00 -0,39 -0,50 -0,90 -1,00 Italy Spain Portugal TR LRN SP AQ WM WS OT BRE Pedro Ferreira
  • 8. Trust & HPWS in Western European Countries (1990-2005) 0,99 0,98 1,00 0,95 0,89 0,80 0,82 0,78 0,51 0,50 0,45 0,34 0,31 0,28 0,23 0,23 0,16 0,16 0,10 0,00 0,00 -0,08 -0,13 -0,12 -0,16 -0,18 -0,23 -0,25 -0,27 -0,26 -0,27 -0,32 -0,50 -0,42 -0,54 -0,73 -0,72 -0,80 -0,85 -0,90 -0,91 -1,00 -0,97 -0,99 -0,99 Austria Belgium France Germany Netherlands TR LRN SP AQ WM WS OT BRE Pedro Ferreira
  • 9. Trust & HPWS in Northern European Countries (1990-2005) Chart 3 - Correlation between Trust and HPWS variables for Northern European Countries (1990-2005) 0,990,990,99 1,00 0,96 0,85 0,84 0,80 0,81 0,78 0,73 0,73 0,70 0,67 0,62 0,51 0,53 0,52 0,49 0,50 0,50 0,41 0,40 0,37 0,33 0,26 0,25 0,20 0,14 0,09 0,01 0,00 -0,01 -0,09 -0,08 -0,19 -0,17 -0,21 -0,32 -0,41 -0,42 -0,50 -0,58 -1,00 -0,95 Denmark Finland Irland Sweden UK TR LRN SP AQ WM WS OT BRE Pedro Ferreira
  • 10. Concluding Remarks Southern countries present a relatively homogeneous scenario, showing a generalized positive impact of trust on work organization dimensions Nordic countries also present a homogeneous situation, with Finland and Sweden with more similar results There is an interesting similarity between Ireland and UK, the Anglo-Saxon countries Ferreira, Vieira & Neira
  • 11. Limitations & Future research Limitations 2. The fact that it is an exploratory study 3. Trust is only of the multiple facets of social capital and, thus, this variable can present a problem because it does not capture the whole dimensions of social capital 4. The correlation is a raw statistic tool that allows a first impression on the relation between variables Further research 7. The similarities between some countries should be further investigated, in order to understand the deepness of regional similarities 8. Include other dimensions of social capital in order to fully understand the relation between work organisation models and social capital Ferreira, Vieira & Neira