Aprendizaje Multisensorial

p 70% of public sector managers recognised increased standard of service

as an intense pressure for change

p 99% of senior managers in the public sector agreed or strongly agreed on

the need to introduce innovation and new ideas into the public service

p 71% believed that requirements for greater efficiency exists as an intense pressure p 88% of employers in the private sector reported that customising goods

or services to the needs of your customers is a key priority

p 72% reported that introducing new products or services is critical

p 73% of manufacturing companies indicated that new technology will be important p 59% of all companies reported that reducing production costs remained

a key priority

p 21% of all companies reported that reducing the number of employees is

an important response to competitive pressures.

p 80% of employees indicated that they are willing to work harder and

are proud of their organisation

p 85% of employees agree or strongly agree that their job requires them

to work very hard

p 74% of employees are willing to accept an increase in the levels of

responsibility they have

p 44% will accept an increase in pressure at work p 79% are willing to increase the skill levels they have

p 30% are willing to accept an increase in the number of unsocial hours worked.

p 39% of employees report that they work in organisations where there is no

participation or partnership and only low levels of consultation

p 6% of employees work in organisations which have some combination of

participation arrangements, formal partnership and high levels of consultation

p 86% of senior managers in the public service agreed or strongly agreed that

reform of the public service is essential.

Workplace innovation Pressures for change

Workplace innovation Employees

Workplace innovation Diffusion

area2 Capacity for change

p 61% of private sector firms have arrangements in place to provide information

to staff and to consult them about change in the organisation

p Substantial proportions of employees ‘hardly ever’ receive information

in relation to key aspects of the business

p Substantial proportions of employees in both the public and private sectors are

not consulted before major decisions are taken regarding their work, with very little variation between public and private sector employees in this regard

p Only 25% of employees reported that they are ‘almost always’ consulted p 27% feel they are rarely or almost never consulted

p 22% of employees feel they rarely or almost never receive feedback from

management on why decisions are made and a similar proportion feel that even when they are consulted little attention is paid to their views

p Employees in smaller organisations reported lower levels of information than

those in larger ones, although smaller organisations appear, on average, to do better than larger ones in terms of consulting their employees about change.

p Around half of all employees report that they have some level of discretion in

how they carry out their work

p 27% have a high degree of control over their time and work tasks, while a similar

proportion feel that they have low levels of control

p EU surveys indicate that workers in Ireland are significantly more likely to report

that their job involves monotonous tasks than the European average, and less likely to consider that their work involves complex tasks and learning new things

p Job involves monotonous tasks: Ireland 52% (EU average 40%) p Job involves complex tasks: Ireland 52% (EU average 56%) p Job involves learning new things: Ireland 68% (EU average 71%)93

p Where workplaces in Ireland have adopted new work practices such as team-

working and job rotation, these tend to be associated with tight production targets, quite rigid approaches to management and relatively low degrees of employee autonomy and task complexity.94

Capacity for change

Communication and dialogue

Capacity for change Autonomy and control

93 Source: Sexton, J.J. et al, ” Occupational Employment Forecasts 2015”, FÁS/ESRI Manpower Forecasting Studies, Report No. 10, Dublin, 2002.

94 Lorenz, E. and Valeyre, A., “Organisational Change in Europe: National Models or the Diffusion of a New ‘One Best Way?”, Paper prepared for the 15th Annual Meeting on Socio-Economics LEST, Aix-en-Provence, June 26-28, 2003.

area2 Capacity for change

p 84% of companies indicated that they have at least one type of partnership

or participation practice in place

p 70% indicated that their employees have discretion in the way their work

is carried out

p 62% have arrangements for direct involvement of employees in decision-making

and problem-solving

p 33% of companies have formal staff performance reviews

p 14% of companies reported that they have some form of employee financial

involvement

p One-third of companies and only around a fifth of small companies indicated

that they are implementing high-involvement work practices such as team-working, quality circles or multi-tasking or informal partnership-style arrangements between management and employees

p 4% indicated that they have formal partnership arrangements

p The incidence of these practices is higher in larger companies and also in

foreign-owned companies as 42% of companies with 50+ employees indicated that they have informal partnership-style arrangements, 29% said they have formal partnership agreements and 33% said they have profit sharing

p Arrangements for employee involvement appear to be more common in

the public than in the private sector, with 47% of public sector employees reporting the existence of arrangements for direct participation and 45% the existence of partnership arrangements.

p 69% of employees consider managers and supervisors to be the most useful

source of information

p 63% of managers participated in training in the last two years

p One quarter of all managers report that they ‘hardly ever’ receive information

about future changes in work practices.

Capacity for change

Partnership and participation

Capacity for change

Leadership and management capability