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Temporary work agencies: misfits in Nordic working life?
(Apr 07, 2011) This year will see the implementation of the EU directive on temporary agency work which is meant to improve labour mobility and facilitate the growth in temporary work agencies. It will also lay down demands for equal treatment of permanent staff and workers recruited through temporary work agencies. But do we know enough about the phenomenon that is temporary work agencies? Are the Nordic welfare societies ready for such a player on the labour market?
Motherhood vs career logic rules
(Mar 07, 2011) We're all equal now, right? More women than ever get an education, there are new ideals for what it means to be a father and family-friendly solutions have changed the framework for how mothers' and fathers' adapt to work and family life. Yet my dissertation 'Mothers and fathers meet the rules of career logic' shows these social changes have not been enough to achieve gender equality in working life or in family life.
Study: Denmark and Norway enjoy Nordic region's highest mobility
(Feb 08, 2010) Denmark coined the term flexicurity, which by some has been used to describe the entire Nordic labour market model. But a new study comparing all the Nordic countries casts the Danish model in a unique light.
Positive factors at work – a new perspective
(Aug 01, 2009) What makes workers happy and content, and what keeps organisations healthy and productive? What makes workers resilient and good at adapting when more and more is demanded of them in an ever changing environment?
The best research has people-focus
(Dec 03, 2008) Working life research in the Nordic region has highlighted big changes in how businesses are run. So-called borderless working life offers flexible working hours and less division between work and leisure. But what are the long-term consequences?
Working Nation: The Mindset of the Enterprising Icelanders
(May 01, 2008) The Icelanders are known for being a great working nation. No nation has a larger part of the population in employment at any one time. This reflects both a high work participation rate amongst Icelandic women as well as amongst the elderly. Indeed many Icelanders stay in paid work up to the age of 70. The Icelanders thus retire later than people in most other nations, helping to keep pension expenditures modest.
Striking the right work-life balance
(Mar 03, 2008) There's a lot of focus on finding a balance between work and private life these days. Despite all the good intentions, it is hard to imagine real change will come about before we seriously address the difficulties in getting the right mix of family and working life. There is now considerable scientific documentation showing heavy work loads and unsociable working hours make it hard to find time for family life.
Commission Green Paper on labour law and the challenges of the 21st century
(May 01, 2007) The Barrosso Commission of the European Union presented in late 2006 a Green Paper entitled “Modernising labour law to meet the challenges of the 21st century”. The paper has received reactions and comments during the whole of spring, and the general assessment is that the Nordic countries and the Nordic social partners have been rather critical to the suggestions and proposals in the Green Paper.
EU enlargement two years on: what challenges to the Nordic labour market?
(Oct 01, 2006) The growing mobility of labour from EU-8 after 1 May 2004 has contributed to increasing production and employment, curbing of prices and interest rates, and extending the room of manoeuvre in economic policies in the Nordic countries.
The Nordic Model of Labour Relations and the Vaxholm case
(Mar 01, 2006) Sweden was one of the few EU member states that did not introduce any transitional restrictions on the free movement of workers when EU enlarged with 10 new members in 2004.
Long term trends in the Nordic discourse on work organization
(Oct 01, 2002) The long term trend in work organization has clearly been in the direction of more autonomy and responsibility associated in the work role. This has been combined with a greater emphasis on the ability of each and every member of the organization to communicate directly with other members of the organisation as well as with people outside the organisation (suppliers, customers).
