[Pourquoi les organisations du travail apprenantes ont-elles du mal à se diffuser en France ? C’est la question à laquelle répond l’économiste Salima Benhamou dans sa contribution au projet « Que sait-on du travail ? ». Ses domaines d’expertise portent sur les mutations du travail, en lien avec l’évolution des organisations du travail et des technologies telles que l’intelligence artificielle, leur impact sur la qualité du travail (conditions de travail, développement des compétences, qualité du management, bien-être, etc.) et sur la performance économique.]
The organization of work is often ignored in debates and public policies aimed at improving the quality of work and jobs, either because its implementation methods are difficult to identify, or because it is considered as the ” black box” of the company. However, it has a determining impact on the quality of work and jobs (working conditions, skills development, quality of management, employment status, etc.).
Among the plurality of forms of work organization (Taylorian, simple, lean management and learning), some are more favorable than others to employees. This is particularly the case for learning, a work organization which is fundamentally based on the continuous development of workers’ learning capacities, on their autonomy and on their participation in decisions. By giving greater control to employees, it also allows companies to be more innovative, more efficient and more sustainable.
In Northern Europe, several countries (Sweden, Norway, Finland, Netherlands, etc.) have implemented programs to modernize their work organizations in this sense. They aim to guide company strategies towards a global strategy in terms of quality: quality of work and jobs, quality of products and innovation.
At the origin of these European initiatives, we always find the same awareness of governments, businesses and unions: work is not a cost, but an investment to be valued as such to support balanced economic development. , that is to say, which supports economic growth and social well-being. This “social partnership” was also based on a founding principle, that of participatory democracy in the workplace. This “model” has since spread widely in Northern Europe, but what exactly is it in France?
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