Extract
[...] Work well-being is thus improved, thanks to adjusted working hours, which can compensate for the deterioration of working conditions, as described in section 1. Conclusion The organization of work is undergoing a full transformation due to the digitalization of society over the past decade and the pursuit of results and profits by companies. As a result, there are more tasks and responsibilities for managers, but also increasingly frequent atypical working hours. Work-life quality is deteriorating, with increasingly recurring psychosocial risks for employees, particularly in the service sector jobs dominated by women. [...]
[...] In these conditions, we ask ourselves what the impacts of the transformation of work organization are on the work environment. In a first part, we show the manifestations of these mutations of work organization, before analyzing in a second part the consequences of these changes on work. 1. Manifestations of the mutations of work organization Changes in work organization result in increased tasks and responsibilities for managers as well as increasingly common unusual working hours (1.2). 1.1 Multiplication of projects and missions for managers On the side of managers, the organization of their work is evolving, as revealed by document 1. [...]
[...] For 55% of those interviewed, telecommuting has the advantage of reducing, or even completely eliminating, the commute from home to the workplace. Such an advantage is undeniable for many workers in the Île-de-France region who make long journeys between their residence and the workplace. A second benefit of telecommuting for 44% of those interviewed lies in the improvement of their balance between personal and professional life. Among other benefits of work, those interviewed highlighted the decrease in stress (for autonomy in work greater efficiency in work and greater motivation On the other hand, for of those interviewed, telecommuting presents no benefits. [...]
[...] It mainly includes care activities of female employees), teaching commerce and cleaning with various statuses, whether private service employees or public service managers and intermediate professions. Or, these female employees in this sector face various physical and psychosocial risks, with 72% of them facing constraints in terms of working hours, which are inflexible, impossible to change, or unable to take leave in case of an emergency (for 50%). In addition, these jobs translate into emotional demands, due to direct contact with customers, affecting 92% of employees and causing tensions for 50% of female employees, knowing that a third hides their emotions. [...]
[...] Finally, atypical hours are found the least in the construction sector, with working hours during the day and from Monday to Friday, unlike the accommodation and catering sector where atypical hours are very frequent, especially working on Saturday. 2. Consequences of changes in work organization on working conditions These changes in work organization result in degraded working conditions that give rise to psychosocial risks, particularly in service jobs, dominated by women (2.1). A solution to remedy this deterioration in working conditions lies in the development of teleworking, which has become widespread since the Covid-19 crisis in 2020 (2.2). [...]
