Human performance management group

Psychosocial risks

of future forms of work

Prof. Dr. Evangelia Demerouti

Outline

• Psycholosocial factors, wellbeing and optimal

functioning

• The context of digitalization and robotization

• Historical view and future outlook

PAGE 214-7-2016

Unique work environment

Job demands

Work pressure

Emotional demands

Working times

Work-family

Role conflict

Job resources

Autonomy

Social support

Coaching

Developmental possibilities

Skill variety

Workload

EmotionalDemands

Mental Demands

PhysicalDemands

Autonomy

Social Support

Coaching

Feedback

Several Demands and Resources

Etc. Etc.

Job Demands-Resources (JD-R) model

JobResources

JobDemands

DiminishedEnergy/Health

Outcomes

Motivation

+

+

-

+

Demerouti, Bakker, Nachreiner & Schaufeli (2000, 2001)

Demerouti & Bakker (2011); Bakker & Demerouti (2014, 2016)

Optimal working conditions

BURNOUTWORK

ENGAGEMENT

APATHY BOREDOM

LOW

HIGH

LOW

HIGH

JOB RESOURCES

JO

BD

EM

AN

DS Optimal

functioning Innovation

Context of digitalization& robotization

Changes due to

robotization

PAGE 1014-7-2016(Brechemier et al., 2016)

Job Demands

Job Resources

+

+

-

+

Impact of robotization and digitalization

• Difficult to predict and differs per job and innovation.

• Different scenarios possible:

• business as usual (no changes)

• negative scenario (replacement of humans, alienation)

• positive scenario (paid free time)

• Critical is whether robots/ICT/data will be used as a

demand or a resource for the professionals

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Amigo and Sergio: demand or resource for a health

care professional?

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• active control or monitoring is responsibility/task of a

human operator

• scarce time of the professional can be used for contact

with patient

• professional can take over control over robot

• better decision-making based on information

Changes for employees over the years

• More flexible

• Ability to fulfill multiple roles

• Take care of their own education/training

• High on adaptivity

• Able to negotiate own employment conditions and job function

• Available around the clock

• Blurred work-private life

These changes will continue and expand

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Outlook to future

Changes in Job Demands and Job Resources

Higher job demands

• cognitive/mental demands

• workload

• role conflicts

• mismatch task-work design

• intrusions in private life

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Changes in Job Demands and Job Resources

• Higher job resources • opportunities for development and learning

• (working time, location) flexibility (employee- or employer-led?)

• Lower job resources • social support by supervisor, peers and organization

• Autonomy, feedback, skill variety, task significance/identity????

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What makes a job susceptible to automation?

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Suggestions for organizations

• Redesign the whole system (task, knowledge, organizational

structure, decision-making processes)

• Take experiences and requirements of users into

consideration in the design process

• Provide appropriate resources for the new demands

• Facilitate job crafting i.e. employee initiated adjustments in

job characteristics and technology to make them fit their

preferences and more meaningful

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Suggestions for policy makers and authorities

• safe working environment

• safe working hours (against overload and exploitation)

• sufficient income

• ensure further training

• ensure privacy

• protection of flexible/self-employment

• protect employee-led next to employer-led flexibility

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Conclusion

• Digitalization and robotization can contribute to stimulating

and ‘healthy’ jobs, if:

• they are designed to support work of humans

• humans are in control and can craft their use

• job resources are maximized and job demands are affordable

• the economic growth is shared among stakeholders, including

employees

• authorities protect employees and employment

PAGE 2014-7-2016

Contact: e.demerouti@tue.nl

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