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can encourage pride in one’s own achievements and
increase identification with the company. Converse-
ly, this can increase pressure to succeed. Conflicts
and competitive behaviour also rise. In order to cope
with these conditions in everyday work, some work-
ers behave in a way which, over the long term, can
lead to “self-endangerment”.
•
When managers are responsible for an increas-
ing number of employees or there is an increase in
long-distance management, there is the danger that
an important source of social and professional sup-
port will dry up.
Consequences for prevention
Indirect forms of management can increase worker au-
tonomy and encourage them to participate more; thus,
indirect management has the potential to promote good
health. Modern prevention work fosters and uses this
potential and applies this method of organising work in
order to counter possible adverse side effects.
The following aspects are at the core of the German
Social Accident Insurance’s advice:
•
In order for objective-setting meetings to be carried
out by all parties “eye to eye”, appropriate training
needs to be given. Objectives should be flexible and
negotiable so that they can be adjusted for real-life
circumstances. Unrealistic and constantly rising
New Forms of Work
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