Working Life Barometer in the Baltic Countries 2002 (pdf) - mol.fi
Working Life Barometer in the Baltic Countries 2002 (pdf) - mol.fi
Working Life Barometer in the Baltic Countries 2002 (pdf) - mol.fi
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171<br />
WAGE EARNERS' POSSIBILITIES OF<br />
INFLUENCING THEIR JOBS<br />
POSSIBILITIES OF INFLUENCING JOB TASKS<br />
The most recent empirical studies of <strong>the</strong> Nordic countries emphasise <strong>the</strong> signi<strong>fi</strong>cance<br />
of task autonomy, assumed responsibility and commitment as factors<br />
of <strong>in</strong>creased productivity and, even wider, success of <strong>the</strong> company (Antila &<br />
Ylöstalo <strong>2002</strong>, NUTEK 1999). The idea of transferr<strong>in</strong>g responsibility, at least<br />
partly, to <strong>the</strong> workers 1 is by no means new. It is related to <strong>the</strong> discussion of<br />
work humanisation, which has been a much-discussed topic <strong>in</strong> work sociology<br />
for decades now.<br />
The great transition period <strong>the</strong> <strong>Baltic</strong> countries underwent <strong>in</strong> <strong>the</strong> 90's presumably<br />
required also a change of task organisation at <strong>the</strong> same time as <strong>the</strong> entire<br />
concept of work had to be re-evaluated. In <strong>the</strong> free market economy, <strong>the</strong> enterprises<br />
cannot ignore <strong>the</strong> quality of work, times of delivery etc., which was still<br />
possible <strong>in</strong> <strong>the</strong> time of <strong>the</strong> Soviet Union. To be successful, even to survive,<br />
requires <strong>in</strong>vestments <strong>in</strong> ei<strong>the</strong>r quality or price – more and more often <strong>in</strong> both.<br />
Accord<strong>in</strong>g to several western studies, <strong>the</strong> outdated and hierarchical, so-called<br />
Taylorist organisation of manufactur<strong>in</strong>g, can only seldom respond to <strong>the</strong> stepp<strong>in</strong>g-up<br />
competition and <strong>the</strong> hectically chang<strong>in</strong>g operat<strong>in</strong>g environment that<br />
<strong>the</strong> enterprises have. The enterprise is more often dependent on <strong>the</strong> <strong>in</strong>volvement<br />
and commitment of its personnel and on extensive utilisation of <strong>the</strong>ir<br />
competence. We shall not study here <strong>the</strong> chances of survival of <strong>the</strong> companies<br />
from that po<strong>in</strong>t of view directly, but <strong>the</strong> answers given by <strong>in</strong>dividual employees<br />
convey <strong>in</strong>direct <strong>in</strong>formation to us about how general it is among <strong>the</strong> <strong>Baltic</strong><br />
companies, <strong>in</strong> <strong>the</strong> spirit of <strong>the</strong> times, to be functionally flexible.<br />
1 There are several books available on worker participation and its effects. See e.g. Guest & Knight<br />
1979, Julkunen 1987, Womack & Jones & Roos 1990, EPOC 1995 and 1999, Flexibility Matters<br />
1999, Gallie & White & Cheng & Toml<strong>in</strong>son 1998, Kevätsalo 1999, OECD 1999, Appelbaum &<br />
Bailey & Berg & Kalleberg 2000.