An effective vehicle for changing the attitude of employees and the culture of organizations

• Autorzy: Erensal Y. C.
• Języki publikacji: EN

Abstrakty

EN

Due to the team working based participative approach, participatory ergonomics project teams (PEPT) can be regarded as an essential strategy for any ergonomics intervention program. Therefore methodologies on how to implement PEPT are very relevant to Industries that wish to diminish the incidence of weak ergonomics and its consequences. The purpose of the present study was to evaluate the effects of PEPT on several organizational and behavioural factors. By using a quantitative approach, the following questions were addressed: (1) How did workers understand and account for implementation of the PEPT? (2) How did PEPT implementations interface with and affect the broader organizational processes, norms and structures? The findings show a clear picture about the role of PEPT and its relation to the development of a balanced company culture with highly committed employees. The program was shown to be successful, and the main conclusion drawn was that this kind of intervention program is a good starting point for a process of participation and industrial change work. The results presented here may be used as a guide in the design of future ergonomic interventions, especially in developing countries.

• Wydawca: -
• Czasopismo: Ergonomia
• Rocznik: 2006
• Tom: 28
• Numer: 3
• Opis fizyczny: p.209-227,fig.,ref.

Twórcy

autor

Erensal Y. C.

• Dogus University, Engineering Faculty, Industrial Engineering Department, Istanbul, Turkey

Bibliografia

• Allard D, Bellemare M, Mountreuil S, Marier M, Prevost J, 2000, Implementation evaluation of a participatory ergonomics. [in:] Proceedings of the IEA 2000/HFES 2000 Congress, USA.
• Allen N, Meyer JP, 1996, Affective, Continuance and Normative Commitment to the Organization: an examination of construct validity. Journal of Vocational Behaviours 49, Article No 0043, 252-276.
• Angle HL, Perry JL, 1981, An empirical assessment of organizational commitments and organizational effectiveness. Administrative Science Quarterly 26, 1-14.
• Arthur JR, 1994, Effects of human resource systems on manufacturing performance and turnover. Academy of Management Journal, 37, 670-687.
• Becker TE, Billings RS, Eveleth DM, Gilbert NL, 1996, Foal and bases of employee commitment: Implications for job performance. Academy of Management Journal 39, 464-82.
• Bernoux P, 1994, Participation: a review of the literature, [in:] M. Gold (ed.), The Economics c Participation, European Foundation for the Improvement of Living and Working Conditions, Dublin, 6-11.
• Cohen A, 1993, Organizational commitment and turnover: A meta-analysis. Academy of Management Journal, 36, 1140-1157.
• Cronbach L, 1990, Essentials of Psychological Testing. Harper and Row, New York.
• de Jong AM, Vink P, 2000, The adoption of technological innovations for glaziers; evaluation of a participatory ergonomics approach. Int. J. Ind. Ergon. 26, 39-46.
• Deutsch M, 1973, The resolution of conflict. Yale University Press, New Haven, CT.
• Deutsch M, 1980, Fifty years, of conflict. [in:] Festinger L (ed.), Retrospection’s on social psychology. Oxford University Press, New York, 46-77.
• Doukmark B, Huber B, 1996, Reducing absenteeism: Satisfaction in the workplace. [in:] Brown VO Jr., Hendrick HW (eds.), Human Factors in Organisation Design and Management. Elsevier Science B.V.
• Dunham RB, Grube JA, Castaneda MB, 1994, Organizational commitment: The utility of an integrative definition. Journal of Applied Psychology, 79, 370-380.
• Elo A-L, Leppanen A, Lindström K, Ropponen, 1992, Occupational Stress Questionnaire User’s Instructions. The Finnish Institute of Occupational Health, Helsinki, Finland, 43.
• Erensal Y, Başaranoğlu K, 1999, The magic of ergonomics in business world. Proceedings of the In¬ternational Conference on TQM and Human Factors, Linkoping, 242-248.
• Gjessing CC, Schoenborn TF, Cohen A, 1994, Participatory Ergonomics Interventions in Meatpackinp Plants. DHHS (NIOSH) Publication No. 94-124, NIOSH, Cincinnati.
• Gorsuch R, 1983, Factor Analysis. Lawrence Erlbaum Associates, Hillsdale, New Jersey.
• Hendrick HW, 1994, Macroergonomics as a preventive strategy in occupational health. An organiza¬tional level approach. [in:] Bradely GE, Hendrick HW (eds.), Human Factors in Organizational Design and Management IV. Elsevier Science B.V., 713-718.
• Haines HM, Wilson JR, 1998, Development of a framework for participatory ergonomics. HSE Books. ISBN 0 7176 15731.
• Harrison R, 1972, Understanding your organization’s character. Harvard Business Review, 60(3), 119-128.
• Imada AS, 1991, The rationale and tools of participatory ergonomics. [in:] Noro K, Imada A (eds.), Participatory Ergonomics. Taylor and Francis, London, 30-49.
• Imada AS, Nagamachi M, 1995, Introduction to participatory ergonomics. International Journal of Industrial Ergonomics, 15 (3), 309-310.
• Israel BA, Schurman SJ, House JS, 1989, Action research on occupational stress: Involving workers as researchers. International Journal of Health Services, 19 (1), 135-155.
• Johnston MW, Parasuraman A, Futrell CM, Black WC, 1990, A longitudinal assessment of the impact of selected organizational influences on salespeople’s organizational commitment during early employment. Journal of Marketing Research, 27, 333-344.
• Johansson HJ, Forsman M, 2001, Identification and analysis of unsatisfactory psychosocial work situations: a participatory approach employing video-computer interaction. Applied Ergonomics, 32, 23-29.
• Kanter RM, 1983, The change masters: corporate entrepreneurs at work. Winchester, MA: Unwin Hyman.
• Karltun J, Axelsson J, Eklund J, 1998, Working conditions and effects of ISO 9000 in six furniture making companies: implementation and process. Applied Ergonomics, 29, 4, 225-232.
• Kuorinka I, Patry L, 1995, Participation as a means of promoting occupational health. Int. J. Ind. Ergon., 15, 365-370.
• Laitinen H, Saari J, Kuusela J, 1997, Initiating an innovative change process for improved working conditions and ergonomics with participation and performance feedback: A case study in an engineering workshop. International Journal of Industrial Ergonomics, 19, 299-305.
• Maciel R, 1998, Participatory ergonomics and organizational change. International Journal of Indus¬trial Ergonomics, 22, 319-325.
• Mambrey P, Oppermann R, Tepper A, 1987, Experiences in participative systems design, [in:] Docherty P et al. (eds.), System design for human development and productivity: participation and beyond. North Holland. Amsterdam, 345-358.
• Mathieu JE, Dennis MZ, 1990, A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment. Psychological Bulletin, 108, 171-94.
• Meyer JP, Paunonen SV, Gellatly IR, Goffin RD, Jackson DN, 1989, Organizational commitment and job performance: It’s the nature of the commitment that counts. Journal of Applied Psychology, 74, 152-156.
• Miles RE, Snow CC, Mathews JA, Miles G, Coleman HJ Jr., 1997, Organizing in the knowledge age: Anticipating cellular form. Academy of Management Executive, 11, 7-20.
• Mirvis PH, 1997, Human resource management: Leaders, laggards, and followers. Academy of Man¬agement Executive, 11, 43-56.
• Moorhead G, Griffin RW, 1992, Organizational Behavior (3rd ed.). Houghton Mifflin, London.
• Morrow PG, 1993, The Theory and Measurement of Work Commitment. JAI Press.
• Mowday RT, Porter LW, Steers RM, 1982, Employee-Organization Linkages: The Psychology of Com¬mitment, Absenteeism, and Turnover. Academic Press.
• Noro K, Imada A , 1991, Participatory Ergonomics. Taylor and Francis, London.
• Noro K, 1999, Participatory ergonomics. [in:] Karwowski W, Marras WS (eds.), The Occupational Ergonomics Handbook. CRC Press, Boca Raton, FL, 1421-1429.
• O'Reilly CA, Chatman J, 1986, Organizational commitment and psychological attachment: The ef¬fects of compliance, identification, and internalization of prosocial behavior. Journal of Applied Psychology, 71, 492-499.
• Rosecrance JC, Cook TM, 2000, The use of participatory action research and ergonomics in prevention of work related musculoskeletal disorders in the newspaper industry. Applied Occupational and Environmental Hygiene, 15 (3), 255-262.
• Rubenowitz S, 1997, Survey and intervention of ergonomic problems at the workplace. International Journal of Industrial Ergonomics, 19 (4), 271-275.
• Saari J, 1992, Successful implementation of occupational health and safety programs in manufacturing for the 1990s. Int. J. of Human Factors in Manufacturing, 2 (1), 55-66.
• Somers MJ, 1995, Organizational commitment, turnover and absenteeism: An examination of direct and interaction effects. Journal of Organizational Behavior, 16, 49-58.
• Straker LM, 1990, Work-associated back problems: Collaborative Solutions. Journal of the Society of Occupational Medicine, 40, 75-79.
• St-Vincent M, Lortie M, Tellier C, 1987, A new approach for the evaluation of training programs in safe lifting, [in:] Asfour SS (ed.), Trends in Ergonomics/Human Factors IV. Elsevier Science Publishers, Holland.
• Tett RP, Meyer JP, 1993, Job satisfaction, organizational commitment, turnover intention, and turnover: path analyses based on meta-analytic findings. Personnel Psychology, 46, 259-290.
• Tjosvold D, Johnson DW, Fabrey L, 1980, The effects of affirmation and acceptance on incorporation of an opposing opinion in problem solving. Psychological Reports, 47, 1043-1053.
• Tjosvold D, 1985, Implications of controversy research for management’s. Journal of Management, 11, 21-37.
• Tjosvold D, 1986, Working together to get things done: Managing for organizational productivity. D. C. Heath, Lexington, MA.
• Tjosvold D, Tjosvold M, 1994, Cooperation, competition, and constructive controversy: Knowledge to empower for self-managing teams. [in:] Beyerlein MM, Johnson DA (eds.) Advances in interdisciplinary studies of work teams, Vol. 1. JAI, Greenwich, CT, 119-144.
• Tjosvold D, Hui C, Sun H, 1998, Relationships and harmony among Chinese: Effects of social face affronts and open disagreement on conflict management. Unpublisbed manuscript. Lingnan Col¬lege, Hong Kong.
• Urlings IJM, Vink P, Wortel E, 1994, A technique for finding solutions, [in:] Proceedings of the 12th International Ergonomics Association Congress, Toronto, Vol. 3, 352-354.
• Vandenberg RJ, Self RM, Seo, J H, 1994, A critical examination of the internalization, identification, and compliance commitment measures. Journal of Management, 20, 123-140.
• Vink P, Loureijsen E, Wortel E, Dul J, 1992, Experiences in participatory ergonomics: results of a roundtable session during the 11th IEA Congress, Paris, July 1991. Ergonomics, 35 (2), 123- 127.
• Vink P, Kompier MAJ, 1997, Improving office work: a participatory ergonomic experiment in a naturalistic setting. Ergonomics, 40 (4), 435-449.
• Vink P, Urlings IJ, van der Molen HF, 1997, A participatory ergonomics approach to redesign the work of scaffolders. Safety Sci., 26, 75-85.
• Vredenburg AG, Zackowits IB, 2001, Ergoomic Programs: Reducing Work-Related Musculosketal Injuries. Chapter 28 [in:] Alexander DC, Rabourn RA (eds.), Applied Ergonomics. Taylor and Francis, London.
• Walton R, 1985, From “control” to “commitment” in the workplace. Harvard Business Review, 63, 77-84.
• Wilson JR, 1991, Participation-a framework and a foundation for ergonomics. Journal of Occupa¬tional Psychology, 64, 67-80.
• Wilson JR, 1995, Ergonomics and participation. [in:] Wilson JR, Corlett EN (eds.), Evaluation of Human Work. A Practical Ergonomics Methodology, 2nd edition. Taylor and Francis, London.
• Wilson JR, Haines HM, 1997, Participatory ergonomics. [in:] Salvendy G (ed.), Handbook of Human Factors and Ergonomics, 2nd edition. Wiley, Chichester, 490-513.
• Wilson JR, Haines H, 1999, Towards a framework for participatory ergonomics. [in:] Proceedings of the 13th Triennial Congress of the International Ergonomics Association Vol. 1, 361-363.
• Wood S, Albanese MT, 1995, Can we speak of a high commitment management on the shop floor. Journal of Management Studies, 32, 215-247.
• Womack JP, Jones DT, 1994, From lean production to the lean enterprise. Harvard Business Review, 93-103.
• Zeffane R, 1994, Patterns of organizational commitment and perceived management style: A comparison of public and private sector employees. Human Relations, 47, 977-1010.
• Zink KJ, 1996, Continuous improvement through employee participation. Some experiences from a long-term study in Germany, [in:] Brown VO Jr., Hendrick HW (eds.), Human Factors in Organizational Design and Management. Elsevier Science B.V, Amsterdam, 155-160.
• Zohar D, 2002, Modifying supervisory practices to improve sub-unit safety: a leadership based intervention model. J. Appl. Psychol., 87, 156-163.

Uwagi

PL

Rekord w opracowaniu