Bratislava, Weltweit für Soziale Demokratie

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4 Bratislava, Weltweit für Soziale Demokratie

5 The Oldest Political Foundation in Germany

6 6 Baics and Values Kurt Beck, Ministerpräsident a.d. und Vorsitzender der FES

7 Funding political foundations in Germany The Federal Office of Administration Ministry for Cooperation & Development Konrad-Adenauer-Stiftung Friedrich-Ebert-Stiftung Foreign Office Accountability Friedrich-Nauman-Stiftung Hanns-Seidel-Stiftung Heinrich-Böll-Stiftung Ministry of the Interior Rosa-Luxemburg-Stiftung

8 Role of & connection to political parties Konrad-Adenauer-Stiftung Board Members Friedrich-Ebert-Stiftung Board Members Accountability Friedrich-Nauman-Stiftung Board Members Hanns-Seidel-Stiftung Board Members Heinrich-Böll-Stiftung Board Members Rosa-Luxemburg-Stiftung Board Members Registered Charities

9 9 Strategic Aims of Friedrich Ebert Foundation WORKTOGETHER

10 10 Strategic Aims of Friedrich Ebert Foundation GROWTOGETHER

11 11 Strategic Aims of Friedrich Ebert Foundation JOINTOGETHER

12 12 Strategic Aims of Friedrich Ebert Foundation PUT TOGETHER

13 13 Strategic Aims of Friedrich Ebert Foundation FINDTHEMSELVES

14 Central Facilities in Bonn and Berlin 14

15 International Collaboration with 100 Countries 15

16 16 Four Central Working Areas Political Education Research and Consulting Academic Support for Young People International Collaboration

17 FES is a central Partner in international Union activities for us"

18 Our work with the Unions

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20 OUR Partners Poland Niezależny Samorządny Związek Zawodowy "Solidarność" ("S") Forum Związków Zawodowych (Forum-ZZ), Forum of Trade Unions Ogólnopolskie Porozumienie Związków Zawodowych (OP-ZZ), All Poland Alliance of Trade Unions Szkoła Główna Handlowa (SGH), Warsaw School of Economics Uniwersytet Wrocławski (UNI WROC), University of Wrocław Związek Nauczycielstwa Polskiego (ZNP), Polish Teachers' Union (OPZZ) Czech Republic Českomoravská konfederace odborových svazů (CMKOS), Czech-Moravian Confederation of Trade Unions Odborový svaz pracovníků obchodu (OSPO), Union of Trade Odborový svaz pracovníků peněžnictví a pojišťovnictví (OSPPAP), Trade Union of Banking and Insurance Employees Odborový svaz zdravotnictví a sociální péče ČR (OSZSP ČR), Czech Union of Health Services Slowak Republic Energeticko-Chemický odborový zväz (ECHOZ), Union of Chemistry and Energetics Konfederácia odborových zväzov Slovenskej republiky (KOZSR), Confederation of Unions Odborový zväz KOVO (OZ-KOVO), Metalworkers Union Odborový zväz DREVO, LESY, VODA (OZDL), Union of Wood, Forests and Water Odborový zväz pracovníkov obchodu a cestovného ruchu (OPOCR), Union of Trade and Tourism Odborový zväz pracovníkov peňažníctva a poisťovníctva SR (OZPPAP), Union of Employees in the Financial and Insurance Sector Slovenský odborový zväz zdravotníctva a sociálnych služieb (OZZASS), Union of Health and Social Services Baltic Countries Baltic Organizing Academy (BOA), Estonia, Lithuania, Latvia Nordic Countries Industrianställda I Norden, Nordic Industrial and Metalworkers Union (Nordic IN), Danmark, Sweden

21 Hungary Kereskedelmi Alkalmazottak Szakszervezetének (KASZ), Trade union of commercial employees LIGA Szakszervezetek (LIGA), Democratic League of Independent Trade Unions Szakszervezetek Együttműködési Fóruma (SZEFIT), The Forum for the Co-operation of Trade Unions Vasas Szakszervezeti Szövetség (VASAS), Hungarian Union of Metalworkers Vasutasok Szakszervezete (VASZ), Trade Union of Hungarian Railwaymen Austria Gewerkschaft der Privatangestellten Druck - Journalismus - Papier (GPA-djp) Union of printers journalist s- paper Österreichischer Gewerkschaftsbund (ÖGB) Austrian Trade Union Federation Die Produktionsgewerkschaft (PRO-GE) The Manufacturing Trade Union Österreichische Verkehrs- und Dienstleistungsgewerkschaft (vida) Austrian Transport and Services Union Germany Bildungsvereinigung ARBEIT UND LEBEN Nds. Nord ggmbh (AUL) Education Association WORK AND LIFE, Lower Saxony North Deutscher Gewerkschaftsbund (DGB) German Trade Union Federation Hans-Böckler-Stiftung (HBS) Industriegewerkschaft Bauen-Agrar- Umwelt (IG Bau) Industrial Union of Building, Agricultural and Environment Industriegewerkschaft Bergbau-Chemie- Energie (IG BCE) Industrial Union of Mining-Chemicals-Energy Industriegewerkschaft Metall (IG Metall) Industrial Union of Metal Kooperationsstelle Wissenschaft und Arbeitswelt (KOWA) Liaison Office of Science and the world of work Otto-Brenner-Stiftung (OBS) Vereinte Dienstleistungsgewerkschaft (ver.di) United Union of Services

22 European Union European Federation of Food, Agriculture and Tourism Trade Unions (EFFAT) European Trade Union Confederation (ETUC), European Trade Union Institute (EUI), European Transport Workers' Federation (ETF), IndustriAll, Union of European Metalworkers' Federation (EMF), European Mine, Chemical and Energy Workers Federation (EMCEF) und European Trade Union Federation - Textiles Clothing and Leather (ETUF-TCL) European Federation of Public Service Unions (EPSU) Global Trade Union Organisations Building and Wood Worker's International (BWI) Global Unions (GU) International Labour Organisation (ILO) International Union of Food, Agricultural, Hotel, Restaurant, Catering, Tobacco and Allied Workers' Associations (IUF) International Trade Union Confederation (ITUC), International Trade Union Confederation - Pan-European Regional Council (ITUC-PERC)

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25 Instytut od 5o lat zajmuje się aspektami ekonomicznymi, społecznymi i prawnymi czasu pracy. Naturalnym wątkiem kontynuacji naszych badań i analiz wydaje się być próba zastanowienia się nad przyszłością pracy i czasu pracy tak ważnego czynnika, który wpływa nie tylko na gospodarkę, życie społeczne ale poprzez relacje czas pracy czas poza pracą jest swoistą wartością w życiu jednostek i ich rodzin. Analizy literatury przedmiotu nie wystarczą. Zwróciliśmy się więc do Państwa, znakomitych specjalistów z zaproszeniem do dyskusji na temat przyszłości czasu pracy i próby odpowiedzi na pytanie Dokąd zmierzamy?

26 Wszyscy zdajemy sobie sprawę z tempa zmian, jakie dokonują się w naszym otoczeniu w związku z postępem technicznym i technologicznym, rozwojem IT, globalizacją - a także zmianami w strukturze gospodarek i rozwojem sfery usług. Na to nakładają się czynniki demograficzne i pokoleniowe, które przynoszą nowe preferencje i obligacje w odniesieniu do pracy: jej długości, rozkładów i form - a także miejsca pracy.

27 Tak więc wiemy, że zmiany są nieuniknione, znamy ich determinanty tylko nie wiemy w jakim kierunku pójdą? Czy ich rezultatem będzie krótszy, czy też dłuższy czas pracy. A może pozostanie na tym samym poziomie, jak przewidują niektórzy naukowcy? O ile długość czasu pracy jest dużą niewiadomą o tyle możemy być pewni, że będziemy pracowali inaczej, ale JAK? Wydaje się, że w coraz bardziej elastycznych formach ale do jakich granic? Elastyczność ma przy tym swoje zalety, ale i zagrożenia.

28 Na tym tle rysuje się wiele pytań: Jaką rolę w kształtowaniu czasu pracy w następnych dziesięcioleciach odegrają związki zawodowe i partnerzy społeczni? W jakim stopniu zakładany, bądź przewidywalny zaledwie rozwój IT oraz nieuchronny proces globalizacji (i wynikające z niego konsekwencje) wpłyną na globalizację i wymianę czasu pracy? Która ze strategii zarządzania czasem pracy powinna być stosowana w sytuacji wielonarodowych i międzykontynentalnych zleceń? Jakich zmian należy oczekiwać w ustawodawstwie pracy? Na jakim poziomie powinien być regulowany czas pracy: centralnym czy branżowym, ile swobody powinien mieć zakład pracy?

29 Jako realizatorzy projektu badawczego zdajemy sobie sprawę, że nie odpowiemy na wiele pytań. Wręcz przeciwnie wyłonią się nowe wątpliwości. Nie mniej każda tego typu debata uwypukla nowe problemy i skłania do przemyśleń. Dziękujemy Państwu za nadesłane prezentacje i referaty. Liczymy także na uwagi i głosy w dyskusji, liczymy bardzo na dyskusję panelową.

30 Rezultatem konferencji będzie publikacja książkowa w języku angielskim z autorskimi opracowaniami zawierająca referaty, uwagi i ewentualne uzupełnienia ze strony Państwa. Koszty jej opracowania przejmuje Fundacja im. Friedricha Eberta. Jesteśmy także zobowiązani do upowszechnienia wyników w naszym kraju. Przewidujemy więc również publikację książkową w języku polskim. Będzie zawierała niektóre referaty (za zgodą Autorów), wnioski, jak też wyniki naszych badań empirycznych i literaturowych, opinie ekspertów praktyków oraz przedstawicieli partnerów społecznych.

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32 Produktywność na zatrudnionego vs. Jednostkowy Koszt Pracy EU 27 PL % 0.3% 0.2% 0.1% 0.0% -0.1% -0.2% -0.3% % 0.5% 0.4% 0.3% 0.2% 0.1% 0.0% -0.1% -0.2% -0.3% Jednostkowy koszt pracy Produktywność pracy na zatrudnionego 2010 Jednostkowy koszt pracy Produktywność pracy na zatrudnionego

33 ILE GODZIN PRACUJEMY? Przeciętna tygodniowa liczba godzin faktycznie przepracowana przez pracownika Zmiany procentowe w liczbie przepracowanych godzin Średnia EU Grecja Portugalia Polska Luksemburg Estonia OECD ,7 0, ,

34 Mniej godzin = Większa produktywność Korelacja pomiędzy przeciętną dzienną liczbą godzin przepracowanych przez pracownika a godzinową produktywnością pracy (w EUR) -0,94 0,72-1,00-0,80-0,60-0,40-0,20 0,00 0,20 0,40 0,60 0,80 1,00 Słowacja Szwecja Włochy Hiszpania Belgia Finlanadia Wlk. Brytania Dania Holandia Czechy Niemcy Francja Węgry Luksemburg Estonia Austria Grecja Słowenia Irlandia Portugalia Polska

35 ELASTYCZNOŚĆ USTAWODAWSTWA PRACY 3,4 Średnia OECD 2,9 2,4 1,9 1,4 0,9

36 SZTYWNE PRAWO PRACY, MNIEJSZA PRODUKTYWNOŚC? Korelacja pomiędzy EPL a produktywnością pracy na godzinę 2 1,5 1 0, ,5-1 -1,5 BRAK KORELACJI!!! -2

37 EPL vs Wskaźnik Zatrudnienia Korelacja pomiędzy wskaźnikiem zatrudnienia a EPL 2,50 2,00 1,50 1,00 0,50 0,00-3,00-2,00POLSKA -1,00 0,00 1,00 2,00 3,00-0,50-1,00-1,50-2,00

38 ELASTYCZNY RYNEK PRACY Elastyczność na rynku pracy Zewnętrzna Wewnętrzna Funkcjonalna Płacowa poziom zatrudnienia organizacja czasu pracy zasoby ludzkie i kapitałowe zróżnicowanie wynagrodzeń

39 Wewnętrzna Elastyczność Nowe rozwiązania Okres rozliczeniowy do 12 miesięcy Ruchomy czas pracy KODEKS PRACY NOWELIZACJA WIĘKSZA ELASTYCZNOŚCI RYNKU PRACY

40 Sesja I JAK PRACUJEMY? CO MOŻE ZMIENIĆ SIĘ W PRZYSZŁOŚCI? TRENDY W EUROPIE I NA ŚWIECIE

41 Abstract Looking at the future of Working Time Management (WTM), a management perspective is adapted. It is argued that the development of WTM will mainly depend on managers decicions in the companies, which are interpreted as open socio-technical systems in global competition. The rational behind our study is rather simple. Starting from the present state of WTM, we are going to ask two questions relating to the future of WTM: (1) which opportunities and threats in the future will require specific WTM-reactions? This concept is called the Challenge-Response-Approach and is a special version of outside-in - management; (2) which WTM-strategies are applied in the companies at present and in the future as key drivers of WTM-practices? This concept is called the Strategic Management Approach and is a special version of inside-out -management. Both approaches offer some new insights into the future of WTM. It should be noticed however, that they will not substitute other research findings on the topic, but will only complete them with a focus on the quality of future WTM. Stuttgart / Germany October 2013 The Author Future of WTM ISPA consult AC / Sept page 41

42 Contents 1. Country-specific Working Time Flexibility in Germany. A snapshot of the present situation 2. New approaches to forecast how Working Time Management might operate in the future 3. Opportunities and threats to Working Time Management in the future ( Challenge-Response-Approach ) 4. Trends in strategies, driving Working Time Management ( Strategic Management Approach ) 5. Working Time Management and the increase of employment of Temporary Agency Workers, Labourers from outsourcing partners and Freelancers 6. Summary of results Future of WTM ISPA consult AC / Sept page 42

43 1. Country-specific Working Time Flexibility in Germany. A Snapshot of the present situation Flexibility in the length of Working Time (Shares of male / female employees in brackets) Indicators: (1) Part-time work (9% / 46%)* (2) Working overtime (15% / 9%) (3) Long hours (8%/ 2%)* Flexibility in the Organisation of Working Time (Shares of male / female employees in brakets) Indicators: (1) Flexible Working Time Schedules, including Staggered working hours (5% / 5%)** Flexitime arrangements (7% / 7%)** Working time banking (40% / 35%)** (2) Atypical hours, including Shift ( ) Saturday (22% / 26%)* Sunday (12% / 14%)* Night ( ) Evening (27% / 23%)* (3) Other (Working from Home 2% / 2%)** Fig. 1: Categories of Working Time Flexibility (Source: EU-Commission Study 2010) Future of WTM ISPA consult * in 2007; ** in 2004 AC / Sept page 43

45 2. New Approaches to forecast how Working Time Management might look in the future Challenge-Response-Approach (1) Underlying thesis: future WTM is the result of responses to challenges, including opportunities and threats for the company; (2) Method applied: identify challenges and analyze how WTM could or should react to master those challenges; (3) Basic model: Input-Output-Approach ( Stimulus- Response-Theory ), considering the company as a black box (4) Role of HR-department: hidden in the black box Strategic Management Approach (1) Underlying theses: future WTM is strategy-driven, that is, depends on which strategies are applied and how those strategies are translated into action (2) Method applied: describe present WTM in terms of strategies, then ask for the future of those strategies (3) Basic model: Integrated Strategic Management Concept (Hofer / Schendel) and Balanced Scorecard (Kaplan / Norton) (4) Role of HR-department: Strategic Partner responsible for WTM-strategies Future of WTM ISPA consult Fig. 2: Comparison of Approaches to forecast future WTM (Source: Ackermann 2013) AC / Sept page 45

47 High future importance 3. Opportunities and threats to Working Time Management in the future ( Challenge-Response-Approach ) (I) Importance Ranking Most pressing challenges to HR-Management 1 Managing demographics (key words: aging workforce, women in management) 2 Managing talent (talents as a critical success factor) 3 Transforming HR into a strategic partner 4 Managing change and cultural transformation Need to act WTM-potential to master future challenges* Recommended actions Fig. 3: Future importance Ranking of challenges to HR-Management and WTM involved in mastering them; n= 133 German executives (Source: challenges taken from the BCG/ WFPMA-study 2012a, p. 108) Future of WTM ISPA consult Yes Yes Yes Yes * Author s own judgements Design age- and gender-adjusted WT-arrangements Take special care for talent-oriented WTM-arrangements e.g. applying time accounts for learning purposes Let HR-department develop strategies for WTM in alignment with Corporate and Business Strategies of the company, and also strengthen its role as the responsible organisational unit, when strategies are translated into action Changes in WT arrangements need professional planning and change management, furthermore cultural transformation, e.g. when a WT on Trust -concept is introduced continued AC / Sept page 47

48 3. Opportunities and threats to Working Time Management in the future ( Challenge-Response-Approach ) (II) continuing high future importance Importance Ranking Most pressing challenges to HR-Management 5 Improving leadership development Need to act Yes WTM-potential to master future challenges* Recommended actions * Author s own judgements Make WTM a topic for leadership training On the job and Off the job (Leadership in a highly individualized and flexible setting needs special competencies) Less future importance 6 Other challenges, among them: - - Recruiting and staffing Yes Offer attractive people-oriented WT-arrangements for HR-marketing in ongoing War for Talents Managing worklife balance Yes Developing Humanization of work by adapting WTarrangements to the individual needs and wishes of the employees as far as possible and in line with requirements of the company Fig. 3: Future importance ranking of challenges to HR-Management and WTM involved in mastering them; n= 133 German executives (Source: challenges taken from the BCG/ WFPMA-study 2012a, p. 108) Future of WTM ISPA consult AC / Sept page 48

50 Corporate Strategy In what business should we be in? Business Strategy How to compete in each of these businesses Fi nance Working Time Management (measures, targets, objectives, initiatives) Future of WTM ISPA consult Fig. 1: Integrating Working Time Management in a BSC-companymodel with hierarchical strategy levels AC / Sept page 50

51 Mintzberg categories of organizational strategies Short description Relevant for WTM (1) Entrepreneurial Strategy Manager s vision or good idea as to where to go Yes (2) Ideological Strategy Culture-bound strategy with high employees commitment Yes (3) Umbrella Strategy Collection of special guidelines and directives, which define the area of discretion of line managers (4) Process Strategy Strategy to make sure that the design of a specific strategy is under own control e.g. by delegating trustworthy group members to strategy finding project teams under the heading of others (5) Unconnected Strategy Strategy not connected with other components of the strategic management concept (6) Consensus Strategy Perceived pattern in a stream of decisions based on the consensus of employees after longterm cooperation (7) Imposed Strategy Strategy imposed by law or collective agreements (execute what is required) Yes Yes Yes Yes Yes Future of WTM ISPA consult Fig. 6: Relevance of Mintzberg Strategies for WTM AC / Sept page 51

55 Working hours/worker, productivity/hour and GDP/capita, , in % USA DE FR UK Working time Productivity/hr GDP/capita Source: Maddison, L Economie mondiale , OECD 1995

56 Usual working hours, full-time employees, EU-27, 2008 EU-27 excl. Austria; employees Source: European Labour Force Survey / IAQ

57 Working-time profiles (hour brackets) in Germany and France (left column), Sweden and Hungary (right column) Source: Lehndorff et al. 2010, data base: European Labour Force Survey

58 Gender time gap, 2008 (hrs./week*) Δ M/F 2008 Netherlands UK Germany Italy Spain France Sweden Poland * Czech Rep * Hungary * * all employees 15-64; Source: European Labour Force Survey / IAQ Change in Δ 1995/2000*-2008

59 Working-times of mothers (children age 0-6)*, 2008 * all female employees with children in the age of 0-6 in the household Source: European Labour Force Survey / IAQ

60 Working hour brackets, women, Germany/Sweden Source: European Labour Force Survey / IAQ

61 Share of employees working >48 hrs, 2008/2000, %* M 2008 F 2008 Δ M Δ F UK Czech Rep France Spain Italy Denmark ,8 ± 0 Germany * in per cent of all employees 15-64; Δ in ppt. Source: European Labour Force Survey / IAQ

62 Working ability by age: Care workers, academic professionals, assembly line workers

63 Working hours over the life course (men/women, Germany/Sweden, 2010)

65 Question: How might contemporary NA trends and policies shape tomorrow s world of work, particularly the organization and regulation of working time? i.e. in years 2025, 2030, 2084

66 This presentation: 1. Literature review 2. Review of policy proposals and reform efforts

67 1. Literature suggests Two Key Scenarios: Doomsday maintenance of status quo Better Future decisive shift in policy

68 Doomsday maintenance of status quo Extreme polarization of hours No control over working time Insufficient work-life or work-family balance

69 Better Future decisive shift in policy (a) Sustainable time affluence, or (b) Technology-enhanced flexibility

70 (a) Sustainable time affluence Reduction and redistribution of hours Wellbeing, productivity, sustainability Social, economic, ecological equilibrium

71 One example 2084 Planetary Society Tellus Institute for the Great Transition (US) Key Values Today Consumerism, Individualism, Dominance of Nature 2084 Quality of Life, Human Solidarity Ecological Sensibility

72 Direct pursuit of wellbeing Time organization a crucial component Time affluence and time-richness Trading off income for time 20-30hr workweeks Full participation in career, civic, personal life

73 How? Concrete policy choices Moderate living standards Productivity measures Decrease in wasteful practices and sectors Participation of all who can Changes in organization of work Integrated settlement patterns Virtual workplaces Cultural and psychological changes

74 Other similar proposals Juliet Schor Centre for the New American Dream Take Back Your Time Coalition

75 In a transition to sustainable cultures and economies, people are going to have to adapt to new schedules and temporal rhythms. The culture of long working hours and excessive busy-ness that characterizes a number of wealthy countries will need to be replaced by more sustainable patterns of time use. While there will be adjustment costs, a slower and more humane pace of life brings social benefits to family, community and individual wellbeing. Juliet Schor, 2010, 91.

76 A shorter work week could achieve many goals simultaneously. First, it could better distribute income and thus reduce unemployment and economic insecurity while also improving the environment, since those who work less have less discretionary income to spend on stuff. Second, it could improve the health and quality of life of millions of people, boosting the security and access to basic services for those currently underemployed while freeing up time for friends, family, and healthy living for those who work too much. Centre for the New American Dream, Beyond Consumerism program.

77 (b) Progressive, technologyenhanced flexibility Maximum flexibility Productivity and work-life balance/work-family reconciliation

78 One example The Lost Decade, Unsustainable Prosperity or the Northern Tiger? Canada Works Deloitte and Human Resources Professionals Association of Canada

79 How? Wholesale rethinking of employment contracts and employment standards legislation (negotiated) No limits on working hours or overtime; right to request flexible work arrangements Inclusive - all workers covered

80 Regularly scheduled rest periods have become difficult to track for a workforce that is increasingly distributed, and employers are no longer held to strict standards. Overtime pay has also fallen out of the legislation, though many employers still find creative ways to reward employees for productive effort. Deloitte and HRPA 2012, 43.

81 Beyond the visions Policy and reform proposals from US and Canada Nova Scotia Labour Standards Review (Canada) Healthy Families Act, Working Flexibility Act, Workplace Flexibility Toolkit (US) Fairness at Work (Canada Labour Code Review, Adams)

83 NOWA EKONOMIA - GLOBALIZACJA, EKSPANSJA GOSPODARKI OPARTEJ NA WIEDZY, SERWICYZACJA - NIESIE EKONOMICZNE KOSZTY I KORZYŚCI KORZYŚCI: rosnąca dostępność coraz tańszych dóbr i usług KOSZTY: wzrost niepewności w procesie gospodarowania (szybkie i nieprzewidywalne zmiany popytu, cen, kursów walutowych, stóp procentowych, płac)

84 W REZULTACIE. TOCZY SIĘ SPÓR MIĘDZY KAPITAŁEM A PRACĄ O ROZKŁAD TEGO RYZYKA. WYRAZEM POWYŻSZEGO SPORU JEST M.IN. ZAKRES STOSOWANIA ELASTYCZNYCH FORM ZATRUDNIENIA I ORGANIZACJI PRACY.

85 UMOWY O PRACĘ: 1.NA CZAS NIEOKREŚLONY 2.NA CZAS OKREŚLONY 3.NA ZASTĘPSTWO 4.NA OKRES PRÓBNY 5.STAŻ 6.TELEPRACA 7.PRACA PRZY PROJEKTACH UMOWY CYWILNO-PRAWNE: 1.O DZIEŁO 2.ZLECENIE 3.KONTRAKT 4.SAMOZATRUDNIENIE 5.ZATRUDNIENIE TYMCZASOWE FORMY PRACY W POLSCE ORGANIZACJA PRACY I CZASU PRACY: 1.NIEPEŁNY ETAT 2.PRACA ZMIANOWA 3.PRACA W RUCHU CIĄGŁYM 4.PRZERYWANY CZAS PRACY 5.DYŻURY 6.ZADANIOWY CZAS PRACY 7.SKRÓCONY TYDZIEŃ PRACY 8.PRACA WEEKENDOWA 9.PRACA W DOMU 10.INDYWIDUALNY ROZKŁAD CZASU PRACY 11.RÓWNOWAŻNY CZAS PRACY 12.RUCHOMY CZAS PRACY OKRESY ROZLICZENIOWE CZASU PRACY: OD 1 DO 12 MIESIĘCY

86 NIECO STATYSTYKI, CZYLI POLSKA NA TLE.. NIEPEŁNY ETAT - % PRACUJĄCYCH Źródło:

87 BADANIA EMPIRYCZNE 1. PRÓBA BADAWCZA I: INDYWIDUALNE WYWIADY POGŁEBIONE - IDI TEREN BADANIA: WSZYSTKIE WOJEWÓDZTWA DOBÓR CELOWY SEKTOR PUBLICZNY I PRYWATNY, FIRMY MIKRO, MAŁE, ŚREDNIE I DUŻE KOBIETY I MĘŻCZYŹNI O RÓŻNEJ CHARAKTERYSTYCE SPOŁECZNO- ZAWODOWEJ I DEMOGRAFICZNEJ 90 IDI (30 PRACODAWCÓW I 60 PRACOWNIKÓW) PO 10 WYWIADÓW Z PRACODAWCAMI I PO 20 Z PRACOWNIKAMI W SEKCJI O (ADMINISTRACJA PUBLICZNA I UBEZPIECZENIA SPOŁ.) W SEKCJI G (HANDEL HURTOWY I DETALICZNY) W SEKCJI Q (OCHRONA ZDROWIA I POMOC SPOŁ.) 2. PRÓBA BADAWCZA II: STUDIA PRZYPADKÓW - CASE STUDY 3 X 13 IDI W TRZECH MIASTACH W KRAJU RESPONDENCI: PRZEDSTAWICIELE WŁADZ LOKALNYCH, PUP, LOKALNI PRACODAWCY, PRACOWNICY, LOKALNI LIDERZY CZAS REALIZACJI BADAŃ: MARZEC-MAJ 2013 R.

88 PROBLEMY BADAWCZE I. TERAŹNIEJSZOŚĆ Formy pracy (rodzaje umów, sposoby organizowania pracy i czasu pracy) i ich ocena oraz przesłanki stosowania II. PRZYSZŁOŚĆ czas pracy, jego długość, sposoby organizowania, elastyczność formy zatrudnienia, miejsce pracy, jej lokalizacja okres aktywności zawodowej ogólny (globalny) kierunek spodziewanych zmian III. PERSPEKTYWA WŁASNEJ SYTUACJI RESPONDENTÓW długość czasu pracy czas na pracę i czas poza pracą obszary zakłóceń, potrzeba zmian okres aktywności zawodowej perspektywa wieku emerytalnego

89 TERAŹNIEJSZOŚĆ WNIOSKI OGÓLNE: 1.ZATRUDNIENIE NA CZAS NIEOKREŚLONY JAKO POŻĄDANA REGUŁA ZARZADZANIA ZASOBAMI LUDZKIMI 2.SEKTOR PUBLICZNY STABILNE MIEJSCE PRACY (?) 3.STAŻ UMOWA NA OKRES PRÓBNY UMOWA NA CZAS OKREŚLONY I. CO DALEJ? 4.WIELOETATOWOŚĆ = PRACA RÓWNOLEGLE W TRYBIE RÓŻNYCH UMÓW 5.NADUŻYCIA ELASTYCZNOŚCI 6.DYNAMICZNA ELASTYCZNOŚĆ PRACY W USŁUGACH

90 TERAŹNIEJSZOŚĆ 1. PO STRONIE PRACODAWCY: zmienność popytu na produkty firmy koszty, efektywność wady i zalety pracowniczego bezpieczeństwa w sektorze publicznym: rozwiązania prawne i specyfika pracy (służba) normy zatrudnienia 2. PO STRONIE PRACOWNIKÓW: możliwości (dodatkowego) zarobkowania godzenie ról zawodowych z życiem poza pracą zmęczenie materiału niechęć starszych do zmian ograniczone możliwości współdecydowania o formach pracy

91 PRZYSZŁOŚĆ Mam nadzieję, że nic się nie zmieni. Przynajmniej na gorsze Rozwój pracy zadaniowej, zindywidualizowanych zasad organizacji czasu pracy; 24 x 7 Wirtualne miejsca pracy vs. bezpośredni kontakt z klientem Praca z domu, obsługa bezosobowa, atomizacja relacji pracowniczych rozwój IT: biurokracja vs. komputeryzacja, e-usługi Telepraca, ale inaczej Długość czasu pracy wielokierunkowy wpływ bezrobocia i zmian generacyjnych

92 PRZYSZŁOŚĆ Nie ma ucieczki od pracy do 67 lat ale... Uwzględnijmy specyfikę zawodów i warunki pracy Programy p/wypaleniu zawodowemu Kobiety w ogóle nie powinny pracować po 60. roku życia Demotywująca rola oczekiwanej wartości emerytury

93 PRZYSZŁOŚĆ Pracy będzie mniej Automatyzacja, komputeryzacja i praca zdalna; outsourcing Mini-job, work-sharing i częściowe bezrobocie Odejście od zatrudnienia etatowego i sztywnej organizacji pracy Wędrówka za pracą migracje zarobkowe Cenne życie poza pracą Nowe generacje inne spojrzenie na pracę

94 PERSPEKTYWA WŁASNEJ PRZYSZŁOŚCI: CZAS NA PRACĘ CZAS POZA PRACĄ DŁUGOŚĆ CZASU PRACY: Długie godziny pracy (pracodawcy) i wieloetatowość (pracownicy) Zawłaszczanie czasu dla rodziny przez obowiązki zawodowe ( zwłaszcza w weekend ) NA CO BRAKUJE NAM CZASU? Nie brakuje mi na nic czasu. To kwestia dobrej organizacji. 1. Dla rodziny (głównie pracownicy) 2. Na odpoczynek, sen (głównie pracodawcy) 3. Na hobby (głównie pracodawcy) 4. Na życie kulturalne, teatr, książki, kino (głównie pracodawcy) 5. Na kontakty międzyludzkie (głównie pracownicy) 6. Na dokształcanie się (głównie pracodawcy)

95 PERSPEKTYWA WŁASNEJ PRZYSZŁOŚCI: PRACODAWCY: CZAS PRACY Marzę o 8-godzinnym dniu pracy, czyli zdecydowanie krócej w pracy Vs. Niczego nie chcę zmieniać PRACOWNICY: Przede wszystkim chcę mieć pracę.. 5 x 8 bez nadgodzin Wolne soboty i niedziele W pełnym wymiarze godzin (zarobki) I najlepiej jak by nie trzeba było dojeżdżać, aby praca była blisko domu, ale nie w samym domu tak, aby można było rozdzielać pracę od życia rodzinnego

96 TAK WIĘC, NIE SĄ TO WIZJE REWOLUCYJNE. TO WIZJE PRZYSZŁOŚCI UTKANE Z DZISIEJSZYCH PROBLEMÓW: PROJEKCJA OBAW EKSTRAPOLACJA TEGO, CO AKTUALNIE JEST OBSERWOWANE.

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98 Sesja II SPOŁECZNE ASPEKTY PRZEWIDYWANYCH ZMIAN W GOSPODARCE Moderator: prof. dr hab. MAREK BEDNARSKI, Instytut Pracy i Spraw Socjalnych, Warszawa, Polska

99 Working-time arrangements Presentation Outline Dimensions & trends.causes Gender & occupational differences in working-time arrangements Impact on family & personal time - Work Life Balance The 2008 recession - working-time under austerity Future scenarios - next 15 to 35 years

100 Working-time arrangements - dimensions

101 Working-time Arrangements trends Erosion of standard working hours Dispersal into evenings & week-ends ( unsocial ) Increases in part-time employment Increases in variable and unpredictable schedules e.g. annualised hours Unpaid overtime in white collar work Some positive innovations e.g. flexitime, some types of part-time work, some types of remote working/working from home Rise in insecure contracts temporary, agency work, zero hours contracts, self-employment Standard work hours for some workers but others have extended full-time hours or fragmented schedules or unpredictable and insecure arrangements

102 Working-time Arrangements causes Employers requirements for operational flexibility Extended operating hours of the 24/7 global economy Regular and irregular peaks in labour demand over day, week, season Work intensification /productivity gains/removing unproductive time Workers collective & individual negotiations for flexibility to meet their needs To better integrate employment with other parts of life Increased employment of women and pressures of the double shift of a job and domestic work Also students, older workers eldercare as well as childcare Technology eroding the boundary between work time and free time, especially for information roles (managers, professionals, clerical)

103 Gender & occupational differences Gender segregation different jobs, different types of schedules Women in social care, service & clerical jobs health, education, personal services. Often part-time, fragmented schedules Men prevail in industry, construction & management. Often long full-time, shifts etc. Men do more paid work hours, women do more work hours in total when add domestic work Rapid increase in women s employment & dual-earner couples across EU27.also no-earner couples

104 Female employment rate (age 15-64), % ,8 2,3 9,6 10,2 8 11,2 16,4 71,8 68, ,6 58,2 56,8 53,1 50,6 47,1 10,1 13,2 9,6 19, Gender gap Female

105 % Female part-time employment rate (age 15-64), ,5 42,3 38,6 32, ,4 19,4 10,6 8,6 Source: Eurostat

106 Domestic care hours by gender and employment status, EU

107 Occupational differences in working-time Top jobs - managers & some professionals Long hours common but in conjunction with autonomy, discretion and self-determination (and higher pay) Part-time employment is better quality than at lower occupational levels Technological spillover of job (e.g. smart phone) autonomy but also difficult to maintain boundary to work day ( downtime ) Manual jobs Long hours in some jobs others short part-time underemployment Rotating shifts, short notice variation to meet employers demands Less autonomy and lower pay

108 Impact on family & personal time Work Life Balance Time squeezed dual earner households raising children Socio-economic inequalities among dual earners Affluent dual earner managerial/professional couples Time squeezed & low income of couples in intermediate/manual jobs Long and unsocial hours are bad for health (physical effects as well as stress) Those who work long or unsocial hours are least satisfied with the quality of their family time & work-life balance

109 Working-time under austerity 2008 economic crisis > job losses & increased insecurity, reduced mobility, pay cuts, growth in involuntary part-time jobs, in temporary work, informal work Some decline in average working hours (reduced paid overtime, shorttime working schemes).but also increases in unpaid overtime & in work intensity Country variations in trends The gap between collective agreements working week & average actual working hours diverged less in some countries (eg Poland) than others (eg UK, DE) More acute in some countries than others role of collective bargaining, policy & social actors

110 Future scenarios What we can be confident about over next 15 to 35 years (to 2050) Children and a growing number of older persons to care for Living longer, working to a later age More diverse workforce women, migrants, young people, older workers Continued technological erosion of the work day boundary What is likely Reducing high levels of unemployment will be difficult Persistent socio-economic inequalities in working-time arrangements between managerial/professional strata and manual jobs What is contingent policy interventions and bargaining outcomes? To regulate working hours, to reduce working-time inequalities, to promote work/family reconciliation

112 Our Time Once upon a time it was all leisure (or work?) With specialisation time got labels to it: work, leisure With parallel processes of wider time-flexibility (everyone needs it) more available place-flexibility (all enjoy it) (postmodern risksocieties love it) numerical flexibility growing multifunctionality (empowers you) deepening specialisation (education and training) Involvement in civic society organisations (trade unions?) does all time become the same?

113 And we all have 24hrs When all time is the same what matters to inequality: Unequal access to skills and functional flexibility? Unequal access to numerical flexibility (or, jobs)? Unequal access to time and place flexibility? Unequal access to security? Unequal access to upward mobility? Unequal access to money?

114 Discretionary time 24hrs minus the time one has to spend on something equals time at one s own discretion Dependent on cultural and subcultural norms How long is it ok to sleep/not to sleep How clean does my house have to be and do I have to have a house and what about the kids and if I did have them and do I still have to stay married if I don t care to Goodin, Rice, Parpo & Erikson (2008) Discretionary time - a new measure of freedom. Cambridge

115 Discretionary time (ctd) For each society, then, it can be calculated how much time is needed for One s personal care that can t well be outsourced (bathing, eating, sleeping ) Other necessary activities (cleaning, cooking, laundry, bathing kids, feeding them, ) Paid work, in order to provide for household in various types of households (eg no kids/2kids) considering various types of jobs (eg good/bad)

116 The thesis: freedom is all approach does really not worry much about preferences or oh-i m-so-money-rich-time-poor-attitude If this is your choice, you re responsible does worry about time-poor-money-poor If you did not have choice, you re not responsible In this case, we should help you, and there are ways Just beware: there s the standard threshold of normal

117 Standard normal? Yes - bare life kind of, culturally adjusted If you do not actually need all the money you earn, you could always cut the hours Not in this profession? Then why keep it? Not in this economy? Now, this is still a choice There are those who absolutely do need more money they currently earn And they do work fulltime or more (working poor) Or they would work if they could (work poor) Or they can t work as there are other needs to tend

118 Map for the Journey Time equals money..and we have to be able to do better with our collective wealth of money, or, time as human resources matter we need data on national accounts of discretionary time [not just working time] (compares as HDI vs GDP) Money does not equal time, but money in kind is as useful as money

119 Map for the Journey Awareness building General public Specialised public Negotiation skills and contexts Trade Unions or Education system Welfare state and services To compensate the ones without choice Up to the citizens wage, not dependent on working and sufficient for bare survival

120 Potential national winners: working poor countries Absolute vs relative Absolute -- relative across countries Relative -- absolute, comparing countries Compare: objective vs subjective evaluations

121 Switzerland Norway Belgium Denmark Austria Germany (West) Iceland Spain Cyprus Finland Great Britain Sweden Slovenia France Portugal Italy Croatia Germany (East) Latvia Slovakia Bulgaria Czech Rep Estonia Hungary Poland In-work-at-risk-of-poverty-rate(2011) In-work-at-risk-of-poverty-rate (2007) Would you say you earn much less or much more than deserved? "Much less" (ISSP 2009/2010) 0% 5% 10% 15% 20% 25% 30%

122 Differences in income in [my country] are too large "strongly agree (ISSP 2009) NO-Norway PH-Philippines NZ-New Zealand BE-FLA-Flanders VE-Venezuela CY-Cyprus DK-Denmark AU-Australia GB-GBN-Great Britain US-United States FI-Finland ES-Spain SE-Sweden CL-Chile AR-Argentina CN-China CH-Switzerland JP-Japan TW-Taiwan DE-W-Germany-West ZA-South Africa AT-Austria KR-South Korea IS-Iceland TR-Turkey CZ-Czech Republic PL-Poland IL-Israel BG-Bulgaria LV-Latvia SI-Slovenia HR-Croatia PT-Portugal SK-Slovak Republic RU-Russia IT-Italy EE-Estonia DE-E-Germany-East FR-France UA-Ukraine HU-Hungary 0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

123 Gini (after taxes and benefits) The effects of redistribution? % of initial Gini 0,50 0,45 0,40 0,35 0,30 0,25 0,20 0,15 0,10 0,05 0,00 Sweden Hungary Denmark Norway Slovakia Austria Luxembourg Finland Germany Belgium Iceland Slovenia Australia The Netherlands Czech Rep South Korea ESTONIA Italy Spain Canada Taiwan France Switzerland Ireland Great Britain Poland New Zealand Japan Portugal Israel USA

124 Currently TU members (% of population 15+) TU members (% of employed) covered with CA (% of employed) 100% 80% 60% 40% 20% 0% Denmark Finland Sweden Norway Belgium (Flanders) France Cyprus Italy The Netherlands Slovenia Great Britain Austria Ireland Germany Latvia Spain Portugal Slovakia Czech Rep Hungary Poland Bulgaria Lithuania ESTONIA

125 AUS Australia H Hungary CDN Canada GB Great Britain LV Latvia S Sweden CY Cyprus RUS Russia N Norway NZ New Zealand BG Bulgaria A Austria J Japan USA United States E Spain D-W Germany West NIRL North Ireland SLO Slovenia F France CZ Czech Rep PL Poland SVK Slovakia IL Israel D-E Germany East RP Philippines RCH Chile P Portugal Income inequality exists because of lack of union (ISSP 1999) strongly agree + agree

126 Any Individual Winners/Losers?

127 Estonian poor Employed as employee 6 7 8, as entrepreneur 30 Not employed unemployed retired of old age 19, ,5 other inactive 29

128 Gendered power

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131 So, map for the Journey Collecting data discretionary time wealth national discretionary time inequality across and within-country Awareness building General public Specialised public Negotiation skills and contexts Trade Unions or Education system Welfare state and services To compensate the ones without choice Up to the citizens wage, not dependent on working and sufficient for bare survival

133 Sesja III PRAWNE ASPEKTY ZMIAN CZASU PRACY W PRZYSZŁOŚCI Moderator: prof. dr hab. ŁUKASZ PISARCZYK, Uniwersytet Warszawski, Warszawa, Polska

134 Working time PROTECTION OF WORKERS REMAINS A SOCIAL MUST Health, safety and hygiene Organisation of work New Technologies, Evolution of the economy Chinese workers in Foxconn Workers on call ( zero hour contracts) UK

135 Legal obligations A. Definitions (EU Directive 2003) Working time Rest period Night time Night-worker Shift worker Mobile workers Off shore work Adequate rest.

136 B. Protection Legal obligations Daily Rest Breaks Weekly Rest Period Maximum Weekly Working Time Annual Leave Lengt of Night Work

137 FUTURE DEVELOPMENTS Globalisation Localisation Enterprise clients Private and working life Telework Demographic Developments Austerity Measures Role of Trade Unions & Social Dialogue

138 CONCLUSIONS Formal and Informal Sector Need for social protection Global Framework Concrete solutions at at local level Flexicurity Trade unions more needed than ever, but losing strenght and representativeness.

140 The importance of the legal regulation of working time Beginning of legal regulation in the 1880s Process of legal regulation revolutionise continued to during the 20 th century: adoption and evolution of international legal standards Increasing flexibility in the organisation of working time is making it more difficult to monitor and control hours actually worked

141 The importance of the legal regulation of working time Working time may be also regarded as worker s ownership Standard patterns of employment and usual forms of the organisation of work give way to the so-called atypical or even very atypical forms of work Working hours became more intensive rather than excessively long Socially-oriented rest time

142 The importance of the legal regulation of working time Social life and professional activities change The need for flexible working time was determined by the following conditions: workers migration and resulting labour shortage, high unemployment among young individuals and certain socially sensitive groups, intensive development of the service sector, technological changes in traditional manufacturing sector : only to manufacture, but to manufacture to meet consumption needs.

143 The importance of the legal regulation of working time Working time is no longer the main measurement of work in modern societies Worker, and a workplace, becomes less dependant on a specific location and physical instruments Open possibilities for employees to better balance their work and rest time, family obligations and leisure Flexible employment gives possibilities for employees to choose how and where to work, and for employers to focus on performance results

144 Individual patterns of establishing working time Overtime - classical way to allow more flexibility in employment relationships Workplace collective agreements could play a special role Individual negotiations based agreements Combining collective-contractual regulation of overtime with individual-contractual regulation Part-time work - possibility to agree on part-time work is one of the techniques for implementing flexibility in employment Summary recording of working time / Shift work

145 Rest time as a work regulation Reasonable limitation of working hours is an important legal guarantee of the right to rest and leisure for every worker This guarantee often becomes unenforceable when employers, in response to market conditions, seasonality, customer needs, amount of work and try to extend working hours on account of rest time. Prospective rest-time regulation of a new quality.

146 Rest time as a work regulation Regulation of rest-time should be differentiated by the categories of workers. Regulation of rest time should be established taking into account the specifics of work: seasonality, specific features of a production or service sector, creative work, etc. Innovative regulation of working time means no direct regulation of working time, but imperative regulation of minimum or longer rest time.

147 The role of social partners States have the task of building a bridge between the free market and social needs. In the face of the rushing globalisation process, a modern social state must stay strong in securing and defending the inalienable social rights and interests. Appear new challenges for social partners - to seek employment guarantees rather than security of labour relations. Social partners may play a dual role in promoting flexibility of labour relations.

148 The role of social partners Social partners should be, inter alia, oriented towards achieving the following goals: adaptation to market changes; opportunities for the acquisition of new skills; better work and career advancement, better reconciliation of professional and private responsibilities.

149 Conclusive findings The time when an employee works shall be considered the main performance indicator of the work process. Regulation of working time directly influences employer s responsiveness to economic changes and changing labour needs. Flexible regulation of working time enables employees to achieve optimal employment that meets their interests. It is necessary to expand the autonomy of the parties to industrial relations by providing broader opportunities for collective and individual arrangements.

151 Uwagi wstępne - Założenia regulacji prawnych; - Efektywność regulacji prawnych;

152 Czas pracy - Czas pracy w znaczeniu wąskim; - Czas pracy w znaczeniu szerszym urlopy.

153 Przedmiot analizy - Czas pracy a zatrudnienie niepracownicze; - Czas pracy a praca

154 Zagadnienia kluczowe - Wartości społeczne chronione przez czas pracy; - Problem podobieństwa sytuacji pracowników do sytuacji innych wykonujących pracę, w tym pracę niezarobkową.

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