By Waldemar Karwowski, William S. Marras
Occupational Ergonomics: layout and administration of labor structures contains chapters conscientiously chosen from CRC's bestselling Occupational Ergonomics guide, logically equipped for maximum comfort and thoughtfully priced to slot each price range. This booklet provides 34 chapters addressing chosen matters within the quarter of occupational macroergonomics, with an emphasis on layout and administration of business paintings structures. half I specializes in organizational layout. half II is anxious with environmental layout, together with defense opposed to noise and vibration, thermal rigidity, and value of assorted work/shift plans. half III discusses purposes of ergonomics, ideas of labor layout within the place of work surroundings, and production and repair industries.
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Additional resources for Occupational Ergonomics: Design and Management of Work Systems (Principles and Applications in Engineering, 15)
Example text
In a big company, the workers’ health and safety representative started the process, and the top management came onboard only when positive results were quite clear. The program became a big success in this company, and they use it permanently in their different locations. In this case, the workers’ OHS representative took the leading role. It seems to be important that there is a dedicated person who maintains the momentum. The company is multinational. It has two major locations in Finland. Tuttava has been used with great success in one location where the OHS representative took the leading role.
In behavior modification, we assume that peoples’ behavior is determined more by the consequences of the behavior than the antecedents of the behavior (Komaki, 1986). People adopt unsafe behaviors because they expect more positive than negative consequences from those. For example, it is common that people do not use existing lifting equipment. Some of the reasons may be: (1) it is faster to lift manually, (2) the local industrial climate favors faster lifting, and rewards come from the person’s supervisor or co-workers’ positive comments, (3) the person’s friends value strength, and manual lifting provides “free exercise,” etc.
More people understand that workers have more education and training and a heightened need for the possibility of having an influence on their own working situation. Employee participation has positive effects in productivity (Doucouligiaos, 1995) and satisfaction (Wagner, 1994). Management and experts do not have enough capacity to become aware of all opportunities for improvements. Workers’ observations and ideas are valuable assets in finding better ways of doing the job. The question is how can an organization create conditions where workers share their ideas and where these ideas lead to action?