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IE 327 Introduction to Work Design Dr. Andris Freivalds Class #28

IE 327 Introduction to Work Design Dr. Andris Freivalds Class #28. Scope of Human Factors Engineering. Different levels of study and intervention: Micro-level Physical design of tools, human-computer interface, physical environment Macro-level Organizational design,

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IE 327 Introduction to Work Design Dr. Andris Freivalds Class #28

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  1. IE 327 Introduction to Work Design Dr. Andris Freivalds Class #28

  2. Scope of Human Factors Engineering • Different levels of study and intervention: • Micro-level • Physical design of tools, human-computer interface, physical environment • Macro-level • Organizational design, job design, change management

  3. What is Macroergonomics? • also called sociotechnical, the study of the society/technology interface. The study of the consequences of technology for social relationships, processes, and institutions. (Computers and Society Glossary) • the optimization of organizational and work systems design through consideration of relevant personnel, technological and environmental variables and their interactions. (H.W. Hendrick)

  4. Goal • The goal of macroergonomics is a fully harmonized work system at both the macro- and micro-ergonomic level which results in improved productivity, job satisfaction, health and safety, and employee commitment.

  5. Balance Model • All elements interact - any change in one will affect other elements • If all elements are not designed to fit together, there may be a misfit • Misfits lead to safety, productivity, efficiency, quality problems

  6. Possible Misfits • Worker lacks skills/knowledge base • Employees do not agree with management policies • Technology is not well suited for the worker/task/organization • Organization is harming the environment • Outside factors influence work

  7. How can Macroergonomics Help? • Analyze the whole system • Determine the “fit” of each element • Consider aspects other than just changing the job

  8. Tasks • Properties • Content • Control • Demands • Interrelationships • Tasks are usually changed to improve safety and/or production

  9. Lifting Case Study • How do you convince workers to change? • If you change this task, how does it change other tasks?

  10. Tools/Technology • Properties • Functions • Capabilities • Capacities • Usability • Friendliness • Integration • Many companies are introducing new technology

  11. CPOE Case Study • Traditional paper and pencil industry • How do you get everyone on-board? • How do you ensure success?

  12. Organization • Properties • Purposes • Policies • Procedures • Supervision • Decision making structure • Reward Structure • Changes can have a ripple effect

  13. McWane • What were the management policies? • How did the workers feel about working there?

  14. Department of Homeland Security • Where is their: • Organization? (hodge podge) • Line of communications? • What is their reputation? • e.g. consider TSA (Transportation Security Administration)! • e.g. consider the Katrina response!

  15. Environment • Properties • Physical • Comfort • Sensory and Performance disruption • Social • Interaction with coworkers/boss • Social support • Extra-organization factors • Internal and external factors have an affect

  16. Gilbane Gold • How does the environment affect the company? • How does the company affect the environment?

  17. Sensory/Environmental Analysis Case Study • How does the presence of these factors affect the worker/job? • How can the system deal with these issues?

  18. Human • Properties • Background • Attributes • Experience • Needs • Skills • Motivations • Intelligence • Most difficult element to change

  19. Physiological factors Vision Height Weight Forward arm reach Strength Disabilities Psychological factors Attention Memory Fear Boredom Fatigue Satisfaction Stress Four Main Areas of Concern

  20. Psychosocial factors Workload Work content Repetition Boredom Role ambiguity Role conflict Mental demands Supervisor-employee relationship Social support at work and home/community Shift work Reward structure - pay, benefits, equity Status Behavioral factors Reaction time Response accuracy Appropriateness of response Adaptation Endurance

  21. Human Element • Can you change the human? • How do you motivate employees? • How do you get employees to accept change?

  22. Maslow’s Hierarchy of Needs Self Actualization Esteem Needs Social Needs Safety Needs Physiological Needs

  23. Macroergonomic Case Studies #1 Southwest - Pros • Culture based on the customers, employees, and shareholders • Strong work ethic, but have fun • Keep costs low • High performance • Hire for attitude not skills?

  24. Macroergonomic Case Studies #1 Southwest Airlines - Cons • Not completely nationwide • No “frills” • Ignore competition? • Hire for attitude not skills?

  25. Macroergonomic Case Studies #2 Wal-Mart - Pros • Innovative • Employee participation • Continuous training • Adapt to the environment • Community involvement

  26. Macroergonomic Case Studies #2 Wal-Mart - Cons • No Union? • Different philosophies at each store • Worker treatment • “Bully” vendors • Public opinion

  27. Macroergonomics - Review • Examines all aspects of the system • A misfit in any area can lead to total failure • Work to ensure harmony within every part of the system

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