Participatory Ergonomics

2015 ◽  
pp. 916-939
Keyword(s):  
Participatory Ergonomics

Participatory Ergonomics Applied to Sonographers' Work

2011 ◽  
Author(s):  
Carolyn Sommerich ◽  
Steven Lavender ◽  
Elizabeth Sanders ◽  
Kevin Evans ◽  
Sharon Joines ◽  
...  
Keyword(s):  
Participatory Ergonomics

The social value of Participatory Ergonomics from a practitioner’s perspective

2020 ◽  
Vol 64 (1) ◽  
pp. 919-923
Author(s):  
Kátia M. Costa-Black ◽  
Chris Arteberry
Keyword(s):  
Human Performance ◽  
Well Being ◽  
Participatory Approach ◽  
Performance Outcomes ◽  
Participatory Ergonomics ◽  
Worker Health ◽  
Healthy Working ◽  
The Social ◽  
Health And Well Being ◽  
Total Worker Health

Ergonomics applies a set of ambitious frameworks and robust body of evidence for integrating different practices to optimize worker health and well-being. One recognized framework is the participatory approach, which delves into sociotechnical workplace actions – developed from the ground up – to achieve improved human performance outcomes and acceptability across the organization. Much of what is known about the value of participatory ergonomics centers on return-on-investment analyses related to injury prevention. Outside this spectrum, little has been discussed. This paper imparts how a participatory approach can lead to various positive impacts beyond financial gains, mainly by focusing on continuous improvements at the management systems level and on proactively motivating people and organizations to embrace healthy working conditions and behaviors. Issues such as the social-ethical value of involving workers in work design and return-to-work solutions are discussed to illustrate the holistic value of participatory ergonomics in the context of Total Worker Health.

scholarly journals Evaluation of the effects of two alternative participatory ergonomics intervention strategies for construction companies

Ergonomics ◽  
2018 ◽  
Vol 62 (1) ◽  
pp. 42-51 ◽  
Author(s):  
Steven Visser ◽  
Henk F. van der Molen ◽  
Judith K. Sluiter ◽  
Monique H. W. Frings-Dresen
Keyword(s):  
Intervention Strategies ◽  
Participatory Ergonomics ◽  
Construction Companies

From Training in Ergonomic Diagnosis to Finding Solutions: Assessment of Ergo Groups that Used Participatory Ergonomics

2000 ◽  
Vol 44 (12) ◽  
pp. 2-720-2-723 ◽  
Author(s):  
Sylvie Montreuil ◽  
Marie Bellemare ◽  
Johane Prévost
Keyword(s):  
Musculoskeletal Disorders ◽  
Industrial Transformation ◽  
Participatory Ergonomics ◽  
Work Related ◽  
Work Related Musculoskeletal Disorders ◽  
A Company ◽  
Primary Aluminium

The goal of this article is to present the training given to ergonomic groups to teach them how to transform work situations in a company producing primary aluminium. It presents the transition from the ergonomic diagnosis (9) conducted by the groups (7) to the solutions they considered during a brainstorming session, the weighing of the solutions and, finally to the ideas retained for industrial transformation projects. The results show that the most numerous ideas and those that were most often retained concerned equipment-tools category. Of the ideas expressed, 50.5% and 40.5% were retained for transformation projects in the “equipment-tools” and “layout” categories, respectively. In this study, the ability of the ergonomics-trained groups to find relevant solutions for the prevention of work related musculoskeletal disorders (MSDs) seems undeniable to us.

Participatory Ergonomics: Current Approaches to Improving Organizational Effectiveness and Quality of Work Life

1988 ◽  
Vol 32 (13) ◽  
pp. 755-755 ◽  
Author(s):  
Ogden Brown
Keyword(s):  
Labor Force ◽  
Organizational Effectiveness ◽  
Business Environment ◽  
Work Life ◽  
Quality Of Work Life ◽  
Participative Management ◽  
Participatory Ergonomics ◽  
Quality Of Work ◽  
Single Approach

Participatory ergonomics is an idea whose time has come! There are many approaches which have been utilized by organizations to improve productivity and enhance quality of work life. Participation itself is not a new idea, but because of current organizational and environmental forces for change, new organizational philosophies are emerging which are developed, designed, and operated with participation of the employees concerned and which do result in improved organizational effectiveness and quality of work life. Organizations in the turbulent environments of today must be able to quickly adapt to conditions of change. Many major forces for change have emerged which significantly impact managerial philosophies and behaviors. In this decade, in fact, the rules of business have changed drastically and permanently. Market conditions, foreign competition, and high growth markets are major forces in today's environment along with societal values, composition of the labor force, type of product, and the general business environment itself. An effective approach to management would suggest that it address these forces for change in order to adapt and succeed. No single approach utilizing participatory techniques is universally effective: a contingency approach is advocated. Basic assumptions underlying a contingency model include the notion that no single approach will be effective under all circumstances, and that most approaches utilized today will be effective under a certain set of conditions. It appears that some form of participative management meets current needs primarily because it best suits the labor force, today's technologies, and current societal conditions. The major participative management approaches discussed include quality circles (currently the most popular), job enrichment strategies, cooperative union-management quality of work life programs, gainsharing plans, and the development and operation of self-managing work teams. Also discussed is an emerging innovation in participative management, use of the parallel organization. There are other methods available, to be sure, but these appear to be the principal participative approaches of today. Most participatory approaches and techniques are not new. What is new and very important is the commitment on the part of the organization to adopt what may become organization-wide change strategies through the use of participatory management strategies. The ultimate goal, of course, is to achieve improved organizational effectiveness, product quality, and enhanced quality of work life.

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