Macroergonomics: Integrating Human Factors and Organizational Behavior Approaches to Organizational Design and Management

1987 ◽  
Vol 31 (2) ◽  
pp. 166-167 ◽  
Author(s):  
Andrew S. Imada
Keyword(s):  
Human Factors ◽  
Organizational Behavior ◽  
Organizational Design ◽  
Organizational Needs ◽  
Current Practices

This symposium proposes macroergonomics as a vehicle for integrating human and organizational needs. The concept is defined and differentiated from more traditional studies in organizational behavior and human factors. Specific areas of focus include: conceptuation and differentiation of the unique contributions of macroergonomics; current practices and directions; integration of human and organizational data; and contemporary issues and concerns facing researchers and writers in the field.

Human Factors Engineering in the Control Room Design Process of an Engineer/Constructor

1984 ◽  
Vol 28 (4) ◽  
pp. 341-343
Author(s):  
Philip E. Knobel ◽  
Michael E. Wiklund
Keyword(s):  
Human Factors ◽  
Design Process ◽  
Organizational Design ◽  
Power Industry ◽  
Human Factors Engineering ◽  
Control Room ◽  
Room Design ◽  
Process Plant ◽  
Management Factors ◽  
Engineering Corporation

Engineer/constructor firms responsible for large process plant engineering, including the human-plant interface, have an emerging need for in-house human factors engineering (HFE) expertise. Stone & Webster Engineering Corporation has met his need through the creation of an HFE group. The group was founded as a small, informal, multidisciplinary organization. In an experimental manner, the group was provided the freedom to define its HFE markets within the firm and the process and power industry. Organizational design and management factors related to the functions and effectiveness of the group are discussed.

Auditor Acceptance of Dysfunctional Audit Behavior: An Explanatory Model Using Auditors' Personal Characteristics

2003 ◽  
Vol 15 (1) ◽  
pp. 87-110 ◽  
Author(s):  
David P. Donnelly ◽  
Jeffrey J. Quirin ◽  
David O'Bryan
Keyword(s):  
Locus Of Control ◽  
Organizational Behavior ◽  
Structural Equation ◽  
Organizational Design ◽  
Audit Quality ◽  
Turnover Intentions ◽  
Personal Characteristics ◽  
Explanatory Model ◽  
Equation Modeling ◽  
Dysfunctional Behavior

Dysfunctional behavior (DB) and staff turnover are associated with decreased audit quality (Public Oversight Board 2000). Dysfunctional behaviors such as premature sign-off, gathering of insufficient evidence, altering or replacing audit procedures, and underreporting of time have negative effects on the auditing profession. While recent studies suggest that dysfunctional behavior is a widespread problem (Smith 1995; Otley and Pierce 1995), extant research fails to adequately explain the causes. In this study, the organizational behavior and industrial psychology literatures provide the basis for developing and testing a model that identifies locus of control, performance, and turnover intentions as determinants of auditor acceptance of DB. Using a cross-organizational design and a structural equation modeling technique, survey results from 106 auditors generally support the explanatory model. Results indicate that auditors who are more accepting of DB tend to possess an external locus of control, report lower levels of self-rated performance, and exhibit higher turnover intentions. These results suggest that individual auditor characteristics play a role in identifying those who are more accepting of DB.

scholarly journals Assessing human factors and ergonomics capability in organizations : The Human Factors Integration Toolset

2021 ◽  
Author(s):  
Michael A. Greig ◽  
Judy Village ◽  
Shane M. Dixon ◽  
Filippo A. Salustri ◽  
W. Patrick Neumann
Keyword(s):  
Human Factors ◽  
Operations Management ◽  
Organizational Design ◽  
Process Management ◽  
Knowledge Work ◽  
Field Testing ◽  
Well Being ◽  
Discrete Elements ◽  
Digital Version ◽  
The Status

This paper presents the development of a tool that allows an organization to assess its level of human factors (HF) and ergonomics integration and maturity within the organization. The Human Factors Integration Toolset (available at: TBD) has been developed and validated through a series of workshops with 45 participants from industry and academia and through industry partnered field-testing. HF maturity is assessed across five levels in 16 organizational functions based on any of 31 discrete elements contributing to HF. Summing element scores in a function determines a percent of ideal HF for the function. Industry stakeholders engaged in field-testing found the tool helped to establish the status of HF in the organization, plan projects to further develop HF capabilities, and initiate discussions on HF for performance and well-being. Improvement suggestions included adding an IT function, refining the language for non-HF specialists, including knowledge work, and creating a digital version to improve usability. Practitioner Summary A tool scoring HF capability in 16 organization functions has been developed collaboratively. Industry stakeholders expressed a need for the tool and provided validation of tool design decisions. Fieldtesting improved tool usability and showed that, beyond scoring HF capability, the tool created opportunities for discussions of HF-related improvement possibilities. Keywords: Macroergonomics, ergonomics strategy, organizational design and management, process management, operations management This paper was awarded a Liberty Mutual Award for 2020.

Organizational Behavior

2017 ◽  
Author(s):  
Neal M. Ashkanasy ◽  
Alana D. Dorris
Keyword(s):  
Decision Making ◽  
Leadership Development ◽  
Organizational Behavior ◽  
Organizational Performance ◽  
Emotional Labor ◽  
Organizational Design ◽  
Ethical Decision Making ◽  
Organizational Level ◽  
Diverse Workforce ◽  
Employee Values

Organizational behavior (OB) is a discipline that includes principles from psychology, sociology, and anthropology. Its focus is on understanding how people behave in organizational work environments. Broadly speaking, OB covers three main levels of analysis: micro (individuals), meso (groups), and macro (the organization). Topics at the micro level include managing the diverse workforce; effects of individual differences in attitudes; job satisfaction and engagement, including their implications for performance and management; personality, including the effects of different cultures; perception and its effects on decision-making; employee values; emotions, including emotional intelligence, emotional labor, and the effects of positive and negative affect on decision-making and creativity (including common biases and errors in decision-making); and motivation, including the effects of rewards and goal-setting and implications for management. Topics at the meso level of analysis include group decision-making; managing work teams for optimum performance (including maximizing team performance and communication); managing team conflict (including the effects of task and relationship conflict on team effectiveness); team climate and group emotional tone; power, organizational politics, and ethical decision-making; and leadership, including leadership development and leadership effectiveness. At the organizational level, topics include organizational design and its effect on organizational performance; affective events theory and the physical environment; organizational culture and climate; and organizational change.

AmNet

2020 ◽  
Vol 16 (2) ◽  
pp. 215-226
Author(s):  
Timothy Harper ◽  
Barbara Norelli ◽  
Melanie Brandston ◽  
Mary Taber
Keyword(s):  
Organizational Behavior ◽  
Organizational Development ◽  
Organizational Design ◽  
Organizational Level ◽  
Content Type ◽  
Individual Level ◽  
Mba Students ◽  
Organizational Challenges ◽  
Academic Level ◽  
Level Of Analysis

Purpose Micro organizational behavior – an individual level of analysis (i.e. motivation, personality, attitudes, learning, etc.). Meso organizational behavior – team/group level of analysis (i.e. communication, team dynamics, power, politics, etc.). Macro organizational behavior – an organizational level of analysis (i.e. strategy, structure, culture, control, etc.). Marketplace or external environment (PESTEL analysis). Research methodology The research was conducted by a consultant in the role of a participant-observer. Case overview/synopsis The focus of the case is a disguised nonprofit organization, the American-Netherlands Foundation (AmNet), based in Chicago. The organization faced leadership and organizational challenges related to conflicting strategic and operational priorities among the board of trustees, the president and staff. An unexpected contribution of $750,000 increased the salience of these differences. The case provides students an excellent opportunity to apply their analytical skills and knowledge gained in a management and business course. Complexity academic level Organizational behavior; organizational design; organizational development; and organizational theory. Levels – upper-level undergraduate through first-year MBA students.

Strategic approach to managing human factors risk in aircraft maintenance organization: risk mapping

2019 ◽  
Vol 91 (4) ◽  
pp. 654-668 ◽  
Author(s):  
Ayse Kucuk Yilmaz
Keyword(s):  
Risk Management ◽  
Human Factors ◽  
Organizational Behavior ◽  
Human Factor ◽  
Risk Mapping ◽  
Three Dimensions ◽  
Aircraft Maintenance ◽  
Content Type ◽  
Strategic Approach ◽  
Enterprise Risk

Purpose Aviation has multi-cultural business environment in all aspects as operational and management. Managing aviation requires high awareness on human factor risk which includes organizational behavior-related topics. The greatest risk to an enterprise’s ability to achieve its strategic goals and objectives is the human factor. Both organizational behavior and corporate culture behavior with social psychology are the most vital aspects of management and strategy in terms of human resources. Related risks, including organizational behavior and culture, have the potential to directly impact on both business performance and corporate sustainability. Therefore, in this paper, the most prominent risks were determined in accordance with social psychology, and after identification of human factor-based risks, these have prioritized and prepared risk mapping with fresh approach. For this reason, this study aims to develop risk mapping model for human factors that takes into account interrelations among risk factors three dimensional based new approach. This approach includes both identification of human factor based risks, prioritization them and setting risk mapping according to corporate based qualifications via tailoring risk list. Developed risk map in this paper will help to manage corporate risks to achieve improved performance and sustainability. Design/methodology/approach This new organizational behavior- and culture-focused risk mapping model developed in this study has the potential to make significant contribution to the management of the human factor for modern management and strategy. In enterprise risk management system, risk mapping is both strong and effective strategic methodology to manage ergonomics issue with strategic approach. Human factor is both determinative and also strategic element to both continuity and performance of business operations with safely and sound. In view of management and strategy, vitally, the human factor determines the outcome in both every business and every decision-making. Findings It is assumed that, if managers manage human risk you may get advantages to achieving corporate strategies in timely manner. Aviation is sensitive sector for its ingredients: airports, airlines, air traffic management, aircraft maintenance, pilotage and ground handling. Aim of this paper is to present risk management approach to optimize human performance while minimizing both failures and errors by aircraft maintenance technician (AMT). This model may apply all human factors in other departments of aviation such as pilots and traffic controllers. AMT is key component of aircraft maintenance. Thus, errors made by AMTs will cause aircraft accidents or incidents or near miss incidents. In this study, new taxonomy model for human risk factors in aircraft maintenance organizations has been designed, and also new qualitative risk assessment as three dimensions is carried out by considering the factors affecting the AMT’s error obtained from extensive literature review and expert opinions in the field of aviation. Human error risks are first categorized into two main groups and sub three groups and then prioritized using the risk matrix via triple dimension as probability, severity and interrelations ratio between risks. Practical implications Risk mapping is established to decide which risk management option they will apply for managers when they will look at this map. Managers may use risk map to both identify their managerial priorities and share sources to managing risks, and make decisions on risk handling options. This new model may be a useful new tool to manage ergonomic human factor-based risks in developing strategy in aviation business management. In addition, this paper will contribute to department of management and strategy and related literature. Originality/value This study has originality via new modeling of risk matrix. In this study, dimension of risk analysis has been improved as three dimensions. This study has new approach and new assessment of risk with likelihood (probability), impact (severity) and interrelations ratio. This new model may be a useful new tool to both assess and prioritize mapping of ergonomic-based risks in business management. In addition, this research will contribute to aviation management and strategy literature and also enterprise risk management literature.

Rule Fragmentation in the Airworthiness Regulations

2011 ◽  
Vol 1 (2) ◽  
pp. 75-86 ◽  
Author(s):  
Don Harris
Keyword(s):  
Human Factors ◽  
Organizational Behavior ◽  
Holistic Approach ◽  
Equipment Design ◽  
Design Procedures ◽  
Complex Interactions ◽  
Commercial Airline ◽  
Safety Case ◽  
Case Based

As a result of increasing organizational interdependence and integration of systems in commercial airline operation, it is argued that the manner in which human factors issues are addressed in the aviation regulations is becoming increasingly incompatible with human and organizational behavior in an airline. Error and workload are two of the more pervasive aspects of human factors in the airworthiness regulations and are both products of complex interactions among equipment design, procedures, training, and the environment. However, these aspects of human factors cannot be regulated on a localized basis, and a more systemic, holistic approach to the regulation of error and workload is required. It is suggested that a safety case–based approach may be better used as an adjunct to existing regulations for human factors issues.

Marketing Human Factors: Speaking Management's Language

1984 ◽  
Vol 28 (4) ◽  
pp. 352-355
Author(s):  
Glen R. Gallaway
Keyword(s):  
Human Factors ◽  
Physical Environment ◽  
Organizational Design ◽  
Group Interaction ◽  
Technological Capabilities ◽  
Human Needs

Human Factors Professionals traditionally have been dedicated to making the interaction between people and their physical environment better suited to human needs and desires. Human factors technology is beginning to be applied to organizational design and management areas (i.e. the person to person, person to group interaction environment). The human factors profession can also be expected to benefit as we learn to apply human factors technological capabilities to improving our own contributions and interaction with management and/or customers. Specifically we need to learn to MARKET our work (show the value of human factors contributions) in terms that our management and/or customers will desire our continued support and direction.

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