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- Herausgeber: epubli
- Kategorie: Fachliteratur
- Sprache: Englisch
New Work is a term that has become increasingly important in recent decades and stands for a comprehensive change in the way we work. This topic reflects a paradigm shift in the world of work that is revolutionising both working conditions and attitudes to work itself. It is not just a trend, but a movement that is reshaping the world of work from the ground up.1 Rigid hierarchies, fixed working hours and clear role structures have traditionally characterised the world of work. However, these structures have dissolved in the globalised and digitalised world, giving rise to new ways of working. New Work stands for an approach in which work is no longer seen solely as a means of earning money, but rather as a means of promoting personal fulfilment and individual growth.2 The idea that work and life do not have to be separate, but can be harmonised, is a central aspect of New Work. This is illustrated by the demand for more flexible working hours, home office options and a better work-life balance. Employees should have the freedom to organise their work in a way that meets their personal needs and life circumstances. Digitalisation and automation are also changing the way we work. Many tasks are being taken over by machines, which means that human work is focussing more on creative, strategic and interpersonal tasks. New work also means focussing on the strengths and potential of employees instead of expecting them to perform repetitive and monotonous tasks. Terms such as self-realisation, agility, lifelong learning and corporate culture also play a decisive role in this new world of work. New Work requires a rethink at all levels of the organisation, from management to the individual employee. The changes affect not only the economy, but also the education system, society and the lifestyle of the individual.
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NEW WORK
In the age of digitalisation, Industry 4.0 and after
the coronavirus pandemic - an analysis of the
Changes in the workplace
Expose
Digitalisation has been greatly fuelled by the coronavirus pandemic - in other words the pandemic has meant that digitalisation in the world of work has been strongly driven forward -
as a result, some workplaces have changed in terms of their content and workplace design -
the new demands on employees have also had to change as a result - managers have also had to adapt to digitalisation - on the one hand in the use of new technologies and on the other hand in the way they communicate, design workplaces, collaborate and shape leadership - this is precisely what this academic article aims to highlight and present.
Dr Maged Hassanien
Table of contents
1
Scientific essay
Dr Maged Hassanien
New Work
In the wake of digitalisation, Industry 4.0 and the coronavirus pandemicAn analysis of the changes in the workplace (design, organisation), the new roles ofemployees and managers and the new technologies
Table of contents
2
Table of contents
Table of contents................................................................................................................2
List of illustrations .............................................................................................................4
1
Introduction................................................................................................................5
2
Problems and research investigation..........................................................................6
3
Methodology and structure ........................................................................................8
4
Theoretical principles ................................................................................................9
4.1
Pandemic - work situations..............................................................................10
4.2
Industry 4.0 - Digitalisation - Work situations ................................................11
4.3
New Work - General - New work situations ...................................................13
4.4
Connection: Pandemic - Industry 4.0 - Digitalisation through to New Work
14
4.5
Effects of the New Work - work situation on: Workplace - Role of managers,
employees - Technology..............................................................................................
15
5
New Work - Changes...............................................................................................17
5.1
Changes in the "new" workplace .....................................................................19
5.1.1
Changes to the place of work...................................................................19
5.1.2
Changes to the organisation, processes of the "new" workplace 21
5.1.3
Changes to the design of the "new" workplace .......................................29
5.1.4
Change in working hours.........................................................................32
5.2
Changes to the "new" role of employees .........................................................33
5.3
Changes to the "new" role of managers...........................................................35
5.4
Changes to the "new" technologies..................................................................36
5.5
Summary of the results of the New Work changes .........................................40
6
Discussion and evaluation of the New Work changes ............................................42
6.1
Discussion of the New Work changes.............................................................42
6.1.1
Areas of tension in the context of New Work .........................................42
6.1.2
Concluding discussion .............................................................................52
6.2
Rating...............................................................................................................53
6.2.1
Influence of the coronavirus pandemic on the New Work concept 53
Table of contents
3
6.2.2
HR trends - priorities for HR departments...............................................55
6.2.3
Requirements for managers for the implementation of New Work.........57
6.2.4
New understanding of corporate culture in the New Work era 59
6.2.5
Further influences of the New Work concepts: Education system, society
and on the individual life organisation of employees..............................................
62
6.2.6
Final evaluation........................................................................................65
7
Conclusion and outlook ...........................................................................................67
Bibliography ....................................................................................................................69
List of illustrations
4
List of il ustrations
Figure 1: Work 4.0 - New Work areas that are changing and have changed.
. ........................................................................................................................................17
Figure 2: Agile organisation - acceptance .......................................................................23
Figure 3: Companies that want to adopt New Work concepts. .......................................24
Figure 4: Agile forms of work. ........................................................................................28
Figure 5: Temporal flexibilisation of work in the field of tension of New Work.43
Figure 6: Project-based forms of organisation in the field of tension of New Work.44
Figure 7: Creation of meaning in the field of tension of New Work...............................
45
Figure 8: Local flexibilisation in the field of tension of New Work. ..............................47
Figure 9: Agile forms of organisation in the field of tension of New Work. ..................48
Figure 10: Changed management structures in the area of tension of New Work..........50
Figure 11: New distribution of power in the field of tension of New Work. ..................51
Figure 12: Corona pandemic - influence on the New Work movement..........................54
Figure 13: HR priorities by type of organisation.............................................................56
Figure 14: Company/organisational areas in which New Work measures are
established/practised........................................................................................................
57
Figure 15: Requirements profiles for managers for the New Work concepts
. ........................................................................................................................................58
Figure 16: Conventional and New Work companies compared in terms of requirements
priorities...........................................................................................................................
58
Figure 17: Implementation traps for managers................................................................59
Figure 18: Requirements for the "new" corporate culture in the New Work era. ...........
60
Figure 19: New corporate culture profiles in the age of New Work. ..............................61
Introducti
5
on
1 Introduction
New Work is a term that has become increasingly important in recent decades and stands for a comprehensive change in the way we work. This topic reflects a paradigm shift in the world of work that is revolutionising both working conditions and attitudes to work itself. It is not just a trend, but a movement that is reshaping the world of work from the ground up.1
Rigid hierarchies, fixed working hours and clear role structures have traditionally characterised the world of work. However, these structures have dissolved in the globalised and digitalised world, giving rise to new ways of working. New Work stands for an approach in which work is no longer seen solely as a means of earning money, but rather as a means of promoting personal fulfilment and individual growth.2
The idea that work and life do not have to be separate, but can be harmonised, is a central aspect of New Work. This is illustrated by the demand for more flexible working hours, home office options and a better work-life balance. Employees should have the freedom to organise their work in a way that meets their personal needs and life circumstances. 3
The creativity and innovative ability of employees also plays a central role in the New Work concept. Companies are encouraged to reduce hierarchies and give employees more responsibility and freedom to make decisions. This encourages the development of potential and the creation of innovative solutions.4
Digitalisation and automation are also changing the way we work. Many tasks are being taken over by machines, which means that human work is focussing more on creative, strategic and interpersonal tasks. New work also means focussing on the strengths and potential of employees instead of expecting them to perform repetitive and monotonous tasks. 5
Terms such as self-realisation, agility, lifelong learning and corporate culture also play a decisive role in this new world of work. New Work requires a rethink at all levels of the organisation, from management to the individual employee. The changes affect not only the economy, but also the education system, society and the lifestyle of the individual. 6
1 Cf. Hackl et al. 2017, p. 12f.
2 See Greve 2018, pp. 36-40.
3 See Guthier 2022, pp. 50-51.
4 See Frost 2021, pp. 303-308.
5 Cf. Eichhorst et al. 2015, p. 25f.
6 See Haufe 2020a.
Problems and research investigation
6
2 Problems and research investigation
The introduction of New Work principles and concepts in companies brings with it a number of challenges. In order to be successful, companies must face up to these challenges. Some of the most important problems and challenges associated with New Work for companies are listed below:7
1) Cultural change: The transition to New Work often requires a profound change in corporate culture. This can prove difficult as many established organisations still have traditional hierarchies and working methods. Employees and managers are required to embrace new ways of thinking and be open to change.
2) Leadership and management: In a New Work environment, the focus is shifting from controlling leadership to more personal responsibility and autonomy for employees. Managers must be empowered to support this change and coach employees instead of commanding them.
3) Workplace equipment: Companies must develop flexible workplace equipment that enables employees to work efficiently regardless of their physical location.
This includes creating home offices and co-working spaces and providing the necessary technology.
4) Technological challenges: The implementation of New Work requires advanced digital solutions and technologies to facilitate collaboration and communication. As more and more work and data is exchanged online, data protection and data security are also of central importance.
5) Knowledge management: In a dynamic working environment based on self-organisation and collaboration, efficient knowledge management is crucial.
Companies must find ways to collect, organise and make knowledge available to everyone.
6) Talent management and employee retention: Finding and retaining talent can be a challenge in a New Work environment. Companies need to offer attractive incentives to attract and retain employees. Competition for talent is fierce.
7) Work-life balance: While New Work promotes work-life balance, it can also lead to problems when work and private life merge. To help employees maintain this balance, companies need to develop clear guidelines and measures.
8) Training and further education: In view of the constantly changing demands of work, companies must invest in training and further education,
7 See Haufe 2019.
Problems and research investigation
7
to ensure that their employees have the skills and knowledge required for the success of their organisation.
9) Measurability and performance appraisal: Traditional methods of performance appraisal may no longer be suitable for new work. Companies need to find new ways of assessing the performance and contribution of their employees, who often work in interdisciplinary teams.
10) Legal and regulatory requirements: In order to meet the requirements of New Work, legal regulations and labour law provisions must be adapted. This can prove to be complex and time-consuming. 8
One challenge that goes far beyond changing workplace structures is the introduction of New Work in companies. What is required is a rethink of the way work is organised and a willingness to react flexibly to the needs and expectations of employees and the market.
Companies that successfully meet these challenges can benefit from more agile, creative and satisfied employees.9
The following research investigation for this academic paper is based on these descriptions:
New Work
In the wake of digitalisation, Industry 4.0 and the coronavirus pandemicAn analysis of the changes in the workplace (design, organisation), the new roles ofemployees and managers and the new technologies
8 See Haufe 2019.
9 See Haufe 2019.
Methodology and
8
structure
3 Methodology and structure
The research study is based on relevant literature - studies, specialised books, journals and internet publications - both in English and German. This literature was analysed with regard to the research investigation and answered in a literature review.
Firstly, the thesis is presented thematically and in terms of content in an introduction.
The subsequent presentation of the problem leads to the research question at hand.
The theoretical foundations explain the topic of the work situation in the pandemic, in the area of Industry 4.0 and in the New Work work situation. The aim is to highlight the work situations and the correlations between them.
Chapter 5 analyses the New Work changes - in terms of the changes to the new workplace, the flexible work location, the changing work organisation, the new work processes, the new designs of the decentralised workplace and also the changing working hours as a result of the New Work concepts.
Employees and managers will take on a changing role and role in the new work concepts. New technologies will also be necessary to ensure the new work concepts -
these will be analysed in the research study.
The results of these changes are summarised to provide a better overview.
The subsequent discussion on this topic is intended to highlight areas of tension - this allows discrepancies and impairments of the topic to be analysed more intensively.
An evaluation of this work concept topic with regard to the influence of the Corona pandemic, with regard to the priorities of the HR departments, with regard to the demands on managers for New Work implementation, with regard to new corporate cultures to be implemented, should fundamentally illuminate and critically present the New Work movements.
At the end of the research investigation, the other possible influences of the new New Work concepts, e.g. on today's education system, on current society and also on the individual organisation of employees' lives, will also be shown - as this is intended to round off the topic with a comprehensive analysis.
A summary of the topic and a possible outlook for this new world of work will enable a future projection to see how this new world of work with its new possibilities could develop and establish itself.
Theoretical basics
9
4 Theoretical basics
The topic of New Work is based on a number of theories and concepts that redefine how work can be organised and carried out. Some of the most important theoretical foundations of New Work are listed below:10
1) Humanism and people-centredness: The theory of humanism emphasises the importance of people as individuals and places them at the centre of attention.
New Work builds on this approach and emphasises the need to focus on the needs, skills and well-being of employees.
2) Psychology of work and motivation: Psychological theories such as Maslow's pyramid of needs and self-determination theory have an impact on new work.
These theories emphasise self-fulfilment and the intrinsic motivation to work.
3) Sociology and organisational development: Theoretical approaches from sociology and organisational development have been instrumental in the development of New Work. The aim is to examine organisational structures, hierarchies, power relations and communication patterns that influence how work is organised.
4) Agility and flexibility: New Work also refers to the principles of agility and flexibility in working life. The need to react quickly to changes and adapt to new requirements is emphasised in these theories.
5) Systems theory: Systems theory, as developed by Niklas Luhmann, has an influence on New Work by highlighting the way in which organisations and working environments function as complex social systems.
6) Technological progress: The theory of technological determinism argues that technology has a strong influence on the world of work. Digitalisation and technological developments play a decisive role in the implementation of New Work concepts.
7) Theories on innovation and creativity: Theories on promoting innovation and creativity in organisations are closely linked to New Work. These theories emphasise the importance of freedom, diversity and creative processes in solving problems and developing new ideas.
8) Learning theories and lifelong learning: New Work promotes the idea of lifelong learning and ties in with learning theories that regard continuous development and adaptation to new requirements in working life as indispensable.
9) Social responsibility and sustainability: The theories of social responsibility and sustainability have an impact on New Labour in that
10 See Haufe 2020b. / Hornung 2021, pp. 30-31 / Hornung/Saller 2021, pp. 22-23 / IFAA 2023.
Theoretical basics
10
they emphasise the importance of ethical and sustainable business practices.
10) Futurology and scenario planning: In order to be prepared for changes and trends and to be able to act accordingly, New Work also takes into account theories of futurology and scenario planning. 11
These theoretical foundations serve as a framework for the development and implementation of New Work principles and concepts. They emphasise the importance of humanity, autonomy, creativity and adaptability in the world of work and show how these principles can contribute to the creation of a sustainable and fulfilling working environment.
4.1 Pandemic - work situations
Working conditions and situations around the world have changed significantly during the corona pandemic. Below are some of the general changes that have occurred during this time:12
1. Spread of teleworking / remote working: One of the most noticeable changes was the widespread introduction of teleworking. Many companies were forced to allow their employees to work from home in order to contain the spread of the virus. This led to a massive switch to digital communication and collaboration tools.
2. Flexible working hours:
