Rlchard Pettlnger

Human aspects

There is an increasing recognition that those who work in organizations have other legitimate interests away from the place of work. The fact that people do not commit themselves to their work to the exclusion of all else is not, therefore, to be viewed as a lack of commitment or willingness. While individual organizations may take this attitude (see Nordstrom example on page 43), there are nevertheless cultural differences elsewhere. For example:

» France: in France there is a collective cultural perception that if people cannot do their jobs effectively in 35 –40 hours per week, they are clearly no good at them.

» Brazil: Ricardo Semler of Semco takes the view that long-term sustained performance is possible only if people spend time away from work and take proper holidays.

» EU: there is legislation in place to ensure that attitudes and respon- sibilities to, and levels of, parental leave are sufficient to ensure a balance between work and the rest of life.

Managers may view these issues as opportunities or constraints. For example, Fiat, British Airways, Volkswagen and other EU based orga- nizations have chosen to undergo extensive organization development programs to enhance the capabilities and therefore the variety open to staff, rather than viewing social legislation as a cost and burden. In Switzerland, Nestle and Philip Morris have concentrated on increasing productivity and opening up new markets in response to government

68 STRESS MANAGEMENT
staff protection legislation. While Switzerland is not a member of the EU, levels of social and employment protection required of employers are very high.