Table 2.
Solutions proposed by workers that have been implemented (I), are in progress (P), or will be considered in the future (C) by the management.
| Variable | Solutions |
|---|---|
| DEMAND | Check the workload assigned to the different offices and individuals (P). Establish a system of verification of the activity carried out (C). Define the correct use of emails (I). Organise operational meetings with external experts in order to solve problems (C). |
| CONTROL | Improve training, not only on specific topics, but also on how to communicate (C). Assign specific responsibilities (I). Share corporate objectives and projects (P). |
| SUPPORT | Organise convivial occasions. In addition to the methods used in the past (parties, social outings, etc.), introduce collaborative activities, meetings in which everyone produces something) (I). Stimulate hidden abilities—hobbies, workers’ activities—with a reward system (C). |
| EFFORT | Training courses to increase resilience (C). Summer camps for employees’ children (C). Establishment of moments of relaxation in order not to accumulate tension that is then taken out on colleagues (P). Background music in the workplace (I). |
| REWARD | Establish a reward system (P). Formal recognition (not necessarily pecuniary) that matches the objectives achieved with the means available rather than with needs (P). Awards for workers who improve collaboration within the company (P). Pecuniary recognition of functions (I) |
| OVERCOMMITMENT | Counter the habit of sending emails or phone calls outside office hours (I). |
| PROCEDURAL JUSTICE | Verification of procedures (I). Planning of company’s activities (C). Planning of work in the different offices and their relations (P). Obtain feedback from operators on how the programmes work (I). Establish the cause of errors, not those responsible for errors (I). Share decisions about training methods, software purchases, etc. (I) |
| DISTRIBUTIVE JUSTICE | Establish a system of authorising and assigning responsibility. (I) Time commitments correctly, avoid delays or inefficiencies in other offices. (I) Avoid concentrating tasks in the hands of a single person. (I) Reassessment of tasks and assessment of productivity. Match pay with responsibilities. (I) Turnover between controllers and the controlled. (C) |
| INTERPERSONAL JUSTICE | Code of conduct, in the relationships between individuals and between offices. (I) Policy against verbal violence. (I) |
| INFORMATIONAL JUSTICE | Regular work meetings to be carried out in each operative unit. (I) Regular exchange of information between offices on procedures and activities produced. (I) Production of an internal newsletter. (C) |