Kieselbach / Triomphe Health in Restructuring (HIRES)

Recommendations, National Responses and Policy Issues in the EU
2. Auflage 2010
ISBN: 978-3-86618-598-2
Verlag: Edition Rainer Hampp
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 273 Seiten, Format (B × H): 150 mm x 210 mm

Restructuring has become a daily practice in both private and public sectors in the EU. But often restructuring processes fail to produce the intended effects of secured or increased organizational profi tability. On the contrary restructuring puts the physical and psychosocial health of all organizational members at risk. To limit the risks of enterprise restructuring effectively, several groups of actors at the individual, enterprise and societal level have to collaborate towards the implementation of healthier change procedures and to create a “social convoy” in occupational transitions for workers affected by dismissal. The European Expert Group HIRES on Health in Restructuring was coordinated by Prof. Dr. Thomas Kieselbach from the University of Bremen and supported by DG Employment of the European Commission. It presented with its report a concise overview of the effects of enterprise restructuring and the social frameworks and change procedures that should be considered for “healthier restructuring”. With its policy recommendations and the case studies of innovative approaches on a company and regional level the report addresses policy makers, governmental structures like labour inspectorates or federal institutes, unions, managers, occupational health and safety personnel, shareholders and workers alike. The public reception of the HIRES recommendations on Health in Restructuring was impressive all over Europe and across different institutions, stakeholders and professions. They were conceived before the economic crisis started but the development of the economies increased public awareness for the problems addressed in the HIRES report. It was disseminated on an international level within several scientifi c communities as well. The success of HIRES led to the follow-up project HIRES Plus (co-ordinated by Dr. Claude Emmanuel Triomphe (ASTREES, Paris) and Prof. Dr. Thomas Kieselbach, Bremen), which organized in 13 EU countries national workshops in order to increase awareness of main actors, discuss HIRES conclusions and to test them in the light of the national consultation process, discuss possible ways to include health as an issue when restructuring takes place and to develop networks at national and European levels.

Autoren/Hrsg.

Kieselbach, Thomas

Triomphe, Claude Emmanuel

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Bereichsspezifisches Management Arbeitsplatz, Arbeitsschutz, Gefahrstoffschutz
• Wirtschaftswissenschaften Betriebswirtschaft Management Unternehmensorganisation & Entwicklungsstrategien
• Sozialwissenschaften Politikwissenschaft Internationale Beziehungen Europäische Union, Europapolitik
• Wirtschaftswissenschaften Betriebswirtschaft Organisationstheorie, Organisationssoziologie, Organisationspsychologie
• Sozialwissenschaften Politikwissenschaft Regierungspolitik Umwelt- und Gesundheitspolitik

Inhaltsverzeichnis

1;Table of contents;5
2;Introductory remark;7
3;Executive Summary of the HIRES report;8
4;1. Introduction;12
4.1;1.1 The rationale and the actual background of the DG Employment project “Health in Restructuring” (HIRES);12
4.2;1.2 Social convoy in occupational transitions;18
5;2. Restructuring and health: Reviewing present research;23
5.1;2.1 Definition and typology of restructuring;23
5.2;2.2 Measuring the prevalence and effects of restructuring on health at the EU level;26
5.3;2.3 The effects on individual health;31
5.4;2.4 The organisational health effects of restructuring;43
6;3. European social frameworks and roles of social actors;50
6.1;3.1 General policies of prevention and promotion 3.1.1 Origins and definitions;50
6.2;3.2 Occupational health services: Their role in restructuring;56
6.3;3.3 The role of social actors;59
7;4. Tools, instruments, and practices;73
7.1;4.1 Applying a systems approach to healthy changes in restructuring;73
7.2;4.2 Labour inspection;74
7.3;4.3 Regions and territories;77
7.4;4.4 Public employment services;79
7.5;4.5 Organisational level change practices;81
7.6;4.6 Reprioritising health issues in restructuring by unions;91
7.7;4.7 Individual level activities;92
7.8;4.8 Core principles of change management;99
8;5. Lessons from innovative approaches in restructuring andpolicy recommendations;101
8.1;5.1 Concrete lessons from the case studies;102
8.2;5.2 Policy recommendations;104
8.3;1. Monitoring and evaluation;104
8.4;2. Direct victims of downsizing: The dismissed;106
8.5;3. Survivor reactions and organisational performance;107
8.6;4. Managers responsible for the restructuring process;108
8.7;5. Organisational anticipation and preparation;109
8.8;6. Experienced justice and trust;110
8.9;7. Change communication plan;111
8.10;8. Protecting contingent and temporary workers;112
8.11;9. ew directions for Labour Inspectorates;112
8.12;10. Strengthening the role of Occupational Health Services;113
8.13;11. Specific support for SMEs in restructuring;114
8.14;12. New initiatives needed in Europe;114
9;References;116
10;About the authors of the HIRES report;128
10.1;Elisabeth Armgarth, B.Sc.,;128
10.2;Sebastiano Bagnara, Prof. Dr.,;128
10.3;Anna-Liisa Elo, Prof. Dr.,;128
10.4;Steve Jefferys, Prof.;128
10.5;Catelijne Joling, Dr.,;128
10.6;Thomas Kieselbach, Prof. Dr.,;128
10.7;Karl Kuhn, Dr., M.A.,;128
10.8;Karina ielsen, Dr.,;128
10.9;Jan Popma, Dr.,;129
10.10;ikolai Rogovsky, Dr.,;129
10.11;Benjamin Sahler, Prof. Dr.,;129
10.12;Greg Thomson, Dr.,;129
10.13;Claude Emmanuel Triomphe, Dr.,;129
10.14;Maria Widerszal-Bazyl, Dr.,;129
11;Dissemination and Consultation of the HIRES Recommendations in 13 EU Countries (HIRES PLUS);130
12;1. Health and restructuring in the present crisis;130
13;2. HIRES Plus workshops – national overviews;134
14;3. Discussions about the HIRES recommendations;152
15;4. Common policy issues;163
16;5. Dissemination of the HIRES results;172
17;Annexes: National data and the HIRES case studies;176
18;6. Empirical background information: ational data on restructuring and related effects on health;177
19;6.1 Prevalence of restructuring and effects on health in Germany;177
20;6.2 Consequences of restructuring on employability, health and well-being in;180
21;6.3 Enterprise restructuring and the health of Dutch employees;183
22;7.1 The ILO concept of Socially Sensitive Enterprise Restructuring;196
23;7.2 Health policy in BT under continuous restructuring;201
24;7.3 Business restructuring, health and well-being at AstraZeneca: HRMtools for personal and business benefit;208
25;7.4 EDF Energy – Monitoring psychological well-being during change:Change management and resilience enhancement;214
26;7.5 Restructuring Department A460 of the German pension fund:A BGF Case Study Report;222
27;7.6 Restructuring and individual health: Ericsson and Manpower HealthPartner/Sweden;227
28;7.7 Human Resources Management protocol on restructuring;234
29;7.8 To protect the health of employees during restructuring: Case studiesfrom the pharmaceutical industry in France (ASP);239
30;7.9 How to prevent unhealthy effects of job restructuring using the FrenchAˆACT stress prevention toolkit?;243
31;7.10 Closing of the Voikkaa paper factory: Supporting the health ofemployees;250
32;7.11 Participative restructuring toward a cascade-based network;256
33;7.12 Restructuring industry and developing a competitive economy underhealthy conditions with special focus on SMEs: Policy and actions inˆorth Rhine-Westphalia (Germany);262
34;7.13 Group method for promoting career management and preventingsymptoms of depression in work organisations (FIOH);269

Leseproben

3. Discussions about the HIRES recommendations (S. 151-152)

The primary aim of the HIRES Plus project was to evaluate the reception of the policy recommendations that had been developed in the HIRES project. Therefore the concrete 12 recommendations played an important role in the national seminars organized in the 13 EU countries involved in HIRES Plus. The debates in all countries showed an overwhelming overall acceptance of the HIRES recommendations, which went beyond anything expected by the coordinators.

There were hardly any participants who did not emphasize the importance of the subject itself and only few doubted the concrete recommendations in regard to their feasibility or viability. Only the Italian seminar mentioned a specific need to include in the risk assessment of restructuring also the small businessmen who go bankrupt due to the crisis as a target group for considerations on health in restructuring. An evaluation by the participants was done at the Bulgarian seminar: all respondents considered it useful, very relevant to the economic situation of the country and that such national fora with international participation were assessed as very pertinent.

Many other seminars stressed the necessity of a continuity of national workshops focussing on recommendations like the HIRES ones. Only two seminars, those in the Netherlands and in Denmark, systematically prioritized the recommendations. The participants in NL considered the recommendations on managers (4), justice and trust (6) and temporary employees (8) as the most important ones, and identified as the least important ones those on OHS (9), direct victims (2) and monitoring (1). The members of the Danish seminar prioritized as well the recommendation on managers as most important (4), followed by communication plan (7), survivors (3), and justice and trust (6).

3.1 Monitoring and evaluation

The lack of empirical data and integrated data collection on a national level was widely mentioned and criticized. Especially on a company level data was rarely collected with specific regard to the restructuring processes. In addition monitoring needs a joint treatment of the two critical dimensions of employment and health in data collection and research. In order to establish causal relationships and to know more about the after-effects of unhealthy restructuring also in-depth studies with a long-term monitoring should be established parallel to short-term approaches that are of more use for immediate evaluations.

A necessary prerequisite is that the psychosocial risks associated with restructuring are integrated in the risk assessment in general, and in the assessment of psychosocial risks specifically. In some countries risk assessment does not even include the psychosocial dimension (like in the Spanish Mutual Societies).