Last month I had the pleasure of participating in a European
Union (EU) Presidency event in Riga, Latvia, organized by the European Foundation for the Improvement of Living and Working Conditions (Eurofound) in
cooperation with the Latvian Saeima (Parliament). Eurofound is an agency of the
European Union whose mission is to provide information, advice, and expertise that
helps create better living and working conditions in Europe. Visiting Riga was
a fascinating cultural experience, and this was magnified by being the only
full-time academic on the event’s program and the only non-European in
attendance.
The event marked the launch of Eurofound’s 3rd European
Company Survey Overview Report. Consistent with this and with the “Competitive
Europe” priority of the Latvian EU Presidency, the theme of the day was “Workplace
practices: Creating win-win arrangements for companies and employees” (in
Latvian, “Darba organizācija: Uzņēmumam un tā darbiniekiem piemērotu modeļu
meklējumos”). Videos are available in this Saeima news release.
The theme of my remarks was “‘We’re All in This Together’: The Multi-Stakeholder Imperative for Healthy, Balanced Employment Relationships.”
Trying to create win-win employment relationships has been going on for at
least 2,000 years. This suggests that it’s important, but also difficult.
Otherwise, we either would have given up by now, or figured it all out! So why
is this so important? From my perspective, it’s because the best employment
relationships will be win-win-win: they serve workers and their families (win
#1), organizations (win #2), and society (win #3). Moreover, the benefits from
healthy employment relationships are far-reaching, and include economic gains,
physical and psychological health, civic and political participation, and social
inclusivity. This requires balancing multiple objectives in the employment relationship (objectives that I simplify as efficiency, equity, and voice).
But why is this so hard to achieve? The event participants
indicated a number of reasons, but as the lone academic on the program, I
highlighted the importance of ideas. Creating win-win employment relationships,
designing effective human resources practices, and crafting supportive public
policies are not just about the specific practices involved in those important
actions, they are also about the mental models, frames of reference, or
ideologies that support those practices. And not all ideas about the employment
relationship support the pursuit of balanced relationships. Approaches that are
firmly rooted in whatever the market will bear are more about organizational
interests; approaches grounded in critical thinking prioritize worker
interests. We need HR professionals, worker advocates, and policy makers to
embrace ideologies that seek to align employer and employee interests while
respecting both sets of interests as legitimate. So again, we don’t just need
the “right” practices, we also need the right ideas behind them.
I’m also beginning some research with colleagues from the
University of Newcastle in Australia as to why it’s so easy to deviate from the
“right” practices and mental mindsets. It requires hard work to avoid slipping
away from these ideals, but I’ll save that for another posting.
In conclusion, the parties to the employment relationship
need to work hard to make it healthy, win-win, and balanced, and to sustain
these win-win-win employment relationships. So they need support from many
sources, including insights from Eurofound’s European Company Survey. And they also need to be mindful not only of their practices, but also about their ideologies.
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