Role of Ergonomics in Development

 

Ergonomics, and, more recently, the subdiscipline of macroergonomics, has made important contributions to improving human well-being and system effectiveness (Hendrick, 1996). This approach shows great promise for promoting development around the world. Participatory and action-oriented interventions have demonstrated their utility in a wide range of situations in industrially developing countries. Moreover, new strategies can enhance organizational effectiveness through partnerships and alliances. Taken together, these methods and strategies can improve occupational health for many.

Main Body of Abstract

Ergonomics developed as a discipline with foci ranging from human-machine interfacedesign in the 1940s, cognitive ergonomics including human-software I nterface design in the 1970s to organizational and macroergonomics factors in the 1980s. (See Hendrick 1984, 2002). Macroergonomics is a top-down sociotechnical systems approach to work systems design and the carry through of that design to jobs and related human-machine and human-software interfaces. This has been confirmed in important organizational documentation (Hendrick, 1996) and from research reviews NRC/IOM, 2001).

Participatory strategies have been a key macroergonomics methodology to implement ergonomics technologies (Imada, 2007, Noro and Imada, 1991). More recently, the results of participatory action-oriented approach have proven highly effective in improving health and safety across a wide range of scenarios in many industrially developing countries (IDCs). (Kogi, 2008).

Despite this recognition, ergonomics has not had high visibility in practice. Part of the reason for this may be that people perceive ergonomics to be linked to occupational health and safety exclusively. In many instances, it is perceived as regulations. One alternative is to shift emphasis to align with organizational strategies, business function strategies, or cross-functional strategies (Dul and Neumann, 2007). Ergonomics’ interdisciplinary nature make it easy to contribute to cross-functional strategies such as lean production, Total Quality Management, enterprise resource planning systems, sustainability and the design of green buildings.

Drayton and Budinich (2010) propose an even bolder strategy of strategic partnerships between Organizations and Citizen Sector Organizations to form Hybrid Value Chains.

Organizations have business objectives, expertise, scale and financing. However,

Organizations lack local expertise and local knowledge about the problem. Citizen Sector Organizations (CSO), on the other hand, are motivated, mobilized individuals focused on a social problem. CSOs have passion, insight and understanding of the problem and operate with low cost structure and social networks with customer communities.

However, CSOs have limited resources and often no capital. Together, Organizations and CSO can fulfill complementary needs while meeting separate objectives. Examples of Hybrid Value Chains include homebuilders and advocates for affordable housing, electric 3 companies and advocates for electrifying cities, and computer companies and groups interested in closing the digital divide.

Imada (2011) argued that the same model can be used to combine Organizations and Professional Sector Organizations. This is an organized group of professionals with their discipline as the common bond. In the same way that CSOs and Organizations can form Hybrid Value Chains, the International Ergonomics Association (IEA) can form partnerships to meet mutual goals.

One such project involves a participatory approach for redesigning coffee bean

harvesting baskets in Nicaragua. This approach can improve the comfort, ease and utility that the baskets workers use in mountainous terrain. The redesign is intended to improve the workers’ health, safety and longevity. At the same time, a partnership with an organization whose focus is to improve the effectiveness of coffee producers around the world is interested in improving productivity, quality and lowering costs. Interventions such as this redesign can accomplish both missions.

Conclusions

Ergonomics, by its very definition, can and should improve occupational health. However, the research results and paradigms that they create are insufficient to mobilize meaningful change in practice. Effective implementation will require solution-oriented approaches that engage the end users, stakeholders, and those with power to influence the situation. Thus a participatory approach is a critical component to move from ideas to actions.

To advance development around the world, ergonomists as well as other professionals must broaden their focus to create alignment with complementary organizations that have a vested interest in achieving the same results. Moving away from a single focus (e.g.health, safety) and embracing other strategies can create important partnerships. These partnerships can, in turn, achieve health and safety goals.

References

Drayton, B., and Budinich, V. (2010). A new alliance for global change. Harvard Business

Review. September, 56-64.

Dul, J., and Neumann, W.P. (2007). The strategic business value of ergonomics. In R.N.

Pikaar, E.A.P. Koningsveld and P.J.M. Settles (Eds.) Meeting Diversity in Ergonomics,

Elsevier: Amsterdam, 17-29.

Hendrick, H.W. (1984). Cognitive complexity, conceptual systems and organizational design

and management: Review and ergonomic implications. In Human Factors in Organizational

Design and Management (H.W. Hendrick and O. Brown Jr. Eds.) North Holland:

Amsterdam.

Hendrick, H.W. 1996. Good ergonomics is good economics. Publication of the Human

Factors and Ergonomics Society: Santa Monica.