Het nieuwe werken

Abstract

Scholarly work so far mostly focus on the pros and cons of the new ways of working. Other studies on this subject have leadership, competence, work style and work environment as their subject. Less attention has been paid on implementing the new ways of working concept at a traditional bureaucracy like the government (public sector). In this qualitative research a case study has been conducted at the Dutch Ministry of Economic Affairs. Data has been retrieved by qualitative research techniques i.e. semi structured interviews with fifteen Dutch employees of the named organization to investigate their expectations about work facilities, working environment and their experience of the manager-employee relationship – once the organization introduced the concept of New Ways of Working. The results show that there is no uniform manager style present. The one according to the new ways of working concept should be transformational leadership. Furthermore not all facilities are adequate e.g. (IT, arrangement of the department, telephones) and due to policy changes e.g. (flexible work spots, clean your own desk, working from home) some dynamics have changed on the work floor leading to difficulties. Such as shortage of workspaces, burden sharing, collegiality behaviour and lack of social cohesion.