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Consequences for workers
New forms of management provide workers with more
flexibility in how they structure their daily work. At the
same time, they are expected to increase their self-or-
ganisation, performance and efficiency. Evaluation of
work is no longer made only on performance (effort) but
much more on success (result).
Important aspects of this are:
•
Workers have considerably more scope to act be-
cause of the reduction of detailed work instructions
from their manager. The more decisions they make
on their own, the greater the feeling of self-determi-
nation. At the same time, workers now have to make
many decisions on their own regarding the organisa-
tion of work. This “invisible” extra performance de-
mands a high degree of responsibility and the ability
to actively structure work oneself while carrying the
risk of being overloaded or overwhelmed.
•
Objectives can provide workers with a challenge and
spur them on. They can help set priorities and struc-
ture work. However, it is important to be aware that
if goals are not flexible and realistic, the goal itself
automatically gets harder to achieve (goal spiral) or
external factors hinder the goal being achieved.
•
Control systems and incentive schemes based on
performance indicators make it possible to see the
contribution being made by each individual. This
Examples of self-endangering
behaviour
• Increasing and intensifying the
number of hours worked (e.g.
working more than 10 hours per
day or not taking breaks)
• Taking substances in order to
relieve tension
• Taking stimulating substances
to enhance performance
• Coming to work while sick
(presenteeism)
• Lowering quality
• Pretending/faking (e.g. pretend-
ing not to be overloaded and
then taking on even more tasks)
• Bypassing safety and protection
standards
• Ignoring services and activities
to promote good health
New Forms of Prevention
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