Management practices in companies and social policies in France: Lessons from an international comparison (Germany, Ireland, Italy, Sweden) and research

In its report, the General Inspection for Social Affairs (Igas) analyzes the links that can be established between corporate management practices and social policies.
To do so, France’s situation was compared with that of several of its European neighbors, including Germany, Italy, Ireland, and Sweden.
Four sectors—automotive, hospitality and catering, digital, and insurance—were the focus of Igas’ investigations.

Beyond their impact on company performance, managerial policies also influence quality of life and working conditions, as well as social policies.
Their effects can be measured through indicators such as the employment rate, reliance on social insurance schemes, absenteeism, or feelings of loss of meaning at work and employee turnover.

Four main findings

Far from being scattered and heterogeneous across countries, sectors, or organization size, the principles of quality management are highly convergent.
They are mainly based on a high degree of employee participation, autonomy supported by leadership, and recognition of the work accomplished.

The quality of management practices has significant effects on company performance—although these are difficult to measure—while more directly impacting employee health, job quality, and the quality of work.

In France, management practices tend to be more vertical and hierarchical than in its European neighbors.
Recognition at work is lower, and managerial training is more academic.

None of the five countries studied has a dedicated public management policy.
However, the levers that shape management conditions—such as professional dialogue, the work environment, and social dialogue—are used to varying degrees depending on the country.

A collective awakening

In a first series of recommendations, Igas proposes improving the work environment, notably through public support mechanisms for managerial innovation,
the development of initial and continuing training for managers, and support for managerial practices.

Igas also recommends breaking down the divide between public and private sectors in the approach to these practices—both in the goals pursued through sectoral negotiation and within individual administrations.

A second series of recommendations focuses on legislative and regulatory measures, such as integrating management practices into mandatory negotiations
or enhancing the role of employee representation within companies. Igas also recommends transforming the right to direct expression into a right to professional dialogue within companies.

These developments should take place in a coordinated approach with social partners, as part of an open and public reflection.
Management practices should not be subject to purely administrative reforms—they require a collective awareness effort.