ERGONOMICS

Jan Dul. Keynote address at the 48th Nordic Ergonomics and Human Factors Sociely, Kuopio, Finland, Augustus 17, 2016

TECHNOLOGY & OPERATIONS MANAGEMENT

TOWARDS A NECESSITY THEORY OF HUMAN FACTORS/ERGONOMICS JAN DUL PROFESSOR OF TECHNOLOGY AND HUMAN FACTORS

MY EARLIER KEYNOTES AT NES

- 2006 Hämeenlinna, Finland “The business value of ergonomics” Dul, J., Neumann WP (2009) Ergonomics contributions to company strategies, Applied Ergonomics 40 (4), 745-752

- 2013 Reykjavik, Iceland “The future of ergonomics” Dul. J., Bruder, R.,Buckle, P. Carayon, P., Falzon, P., Marras, W.S. Wilson, J.R, Van der Doelen, B., (2012). A strategy for human factors/ergonomics: developing the discipline and profession., Ergonomics 55 (4), 377-395

- 2015 Lillehammer, Norway “Work environments for creativity and innovation” Dul, J., Ceylan, C. (2011), Work environments for employee creativity, Ergonomics 54 (1), 12-20

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MY KEYNOTE AT NES 2015

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HUMAN FACTORS/ERGONOMICS

Definition by the IEA (2000) “Ergonomics (or human factors) is the scientific discipline concerned with the understanding of the interactions among humans and other elements of a system, and the profession that applies theoretical principles, data and methods to design in order to optimize human well-being and overall system performance.”

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WHAT IS HIGH-QUALITY ERGONOMICS?

Three core characteristics make us unique:

• Systems approach • Design-driven • Dual outcomes: well-being and performance

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Dul. J., Bruder, R.,Buckle, P. Carayon, P., Falzon, P., Marras, W.S. Wilson, J.R, Van der Doelen. (2012). A strategy for human factors/ergonomics: developing the discipline and profession. Ergonomics 55 (4), 377-395.

REACHING OUT TO CORE STAKEHOLDERS

Decision-makers of system design:

• Engineers (or designers) • Managers (or management consultants)

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Dul. J., Bruder, R.,Buckle, P. Carayon, P., Falzon, P., Marras, W.S. Wilson, J.R, Van der Doelen, B., (2012). A strategy for human factors/ergonomics: developing the discipline and profession. Ergonomics 55 (4), 377-395.

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ACADEMY OF MANAGEMENT

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ACADEMY OF MANAGEMENT “We often take as given that an organization’s purpose to produce economic value; and, although economic value can often add to social value, sometimes it does not. This disjuncture raises the question of meaningfulness.”

“The meaningfulness of an organization is its expression of purpose, values or worth. It involves a sense of significance that goes beyond material success or profitability; rather, it highlights how organizations can play a larger and more positive role in the world.”

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COMPARISON NES-AOM NES 2016

AOM 2016

Number of Participants

100

10000

Number of Ergonomics scholars/practitioners

100

1

Number of Management scholars/practitioners

0

10000

Number of program pages

6

618

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ANALYSIS OF TITLES OF PRESENTATIONS WELL-BEING OUTCOME

NES 2016 AOM 2016 Health Safety (physical) Safety (psychological) Well-being Satisfaction Stress Load (work, over-) Risk (human) Disorder(s) (MSD’s) Symptoms Injuries Accidents

10 7 0 2 2 3 2 5 2 2 2 2

14 0 28 57 39 50 7 0 0 0 3 6

TOTAL

39

204

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ANALYSIS OF TITLES OF PRESENTATIONS PERFORMANCE OUTCOME

NES 2016 AOM 2016 Productivity Performance Quality Creativity Innovation Involvement Commitment Behavior (positive) Risk (organizational)

1 0 0 0 0 0 0 0 0

44 648 68 225 711 22 53 231 87

TOTAL

1

2089

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ANALYSIS OF TITLES OF PRESENTATIONS WORK

NES 2016 AOM 2016 Work Workplace Work practices Work environment System Organization Business

31 4 3 4 2 1 0

659 135 13 10 217 1296 3039

TOTAL

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5369

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ANALYSIS OF TITLES OF PRESENTATIONS WORKER

NES 2016 AOM 2016 Worker Employee Human Person People Personnel Work force

3 0 2 1 2 1 1

62 343 176 35 37 16 1

TOTAL

10

670

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ANALYSIS OF TITLES OF PRESENTATIONS OUR DISCIPLINE AND PROFESSION

NES 2016 AOM 2016 Ergonomics Human factors Interaction Interface Fit (Occupational health/safety) (Design) (Management)

27 2 0 0 0 6 7 7

0 0 52 21 66 0 182 1864

Total

49

2185

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HUMAN FACTORS/ERGONOMICS

Definition for management scholars/practitioners “Ergonomics (or human factors) Human-centered design and management is the scientific discipline concerned with the understanding of the interactions among fit between humans and other elements of a system an organization, and the profession that applies theoretical principles, data and methods to design work and workplaces in order to optimize human well-being and overall system performance.”

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ACADEMY OF MANAGEMENT 2017

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ACADEMY OF MANAGEMENT 2017 August 4-8

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EUROPEAN ACADEMY OF MANAGEMENT June 21-24

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MY CONCERN

De management world is interested in the links between work/workplace - wellbeing – performance, but does not see us! We must focus more on performance: 1. Because performance is in our definition 2. For delivering value for management (the ultimate decision makers) 3. By visiting management conferences

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MY CONCERN

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WHY IS THEORY IMPORTANT?

“There is nothing as practical as a good theory” (Lewin, 1943) “Bad theories are destroying good practice” (Groshal, 2005)

Lewin, K. (1943). Psychology and the process of group living. Journal of Social Psychology, 17, 113-132 Groshal, S. (2005). Bad management theories are destroying good management practices. Academy of Management Learning and Education, 4(1), 75-91 21

TOWARDS A NECESSITY THEORY OF ERGONOMICS

Managers “must have” ergonomics for high performance

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NECESSITY THEORY OF ERGONOMICS

“Must have” = necessary

Ergonomics

Performance

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CAUSAL THEORY: X  Y ( MEANS “CAUSES”)

X

Y

Sufficient cause: – X produces Y – X is sufficient but not necessary for Y (Additive logic) Necessary cause: – X allows Y – X is necessary but not sufficient for Y (Necessity logic)

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Dul, J. (2016) Necessary Condition Analysis (NCA): Logic and methodology of “necessary but not sufficient” causality. Organizational Research Methods 19(1), 10-52.

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“NECESSARY” IN PRACTICE “necessary” wordings in practice : • • • •

“must have” (versus “nice to have”). a “gotta have” “cannot without it” “critical success factor”

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“NECESSARY” IN ACADEMIA “necessary” wording in academia: • X is needed for Y. • X is critical for Y. • X is crucial for Y. • X is essential for Y. • X is indispensable for Y. • X is a prerequisite for Y. • X is a requirement for Y. • X is condicio sine qua non for Y • X is a pre-condition for Y. • X allows Y. • X makes Y possible • There must be X to have Y. • Y requires X • Without X there cannot be Y

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Dul, J., Hak, T., Goertz, G. & Voss, C. (2010). Necessary condition hypotheses in operations management. International Journal of Operations & Production Management 30 (11), 1170-1190

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NECESSARY BUT NOT SUFFICIENT • • • •

HIV is necessary but not sufficient for AIDS Intelligence is necessary but not sufficient for creativity (Guilford) Creativity is necessary but not sufficient for innovation (Amabile) Senior management commitment is necessary but not sufficient for successful organizational change

•

Etc. (Goertz’ first law: “for any research area one can find important necessary condition hypotheses.”)

“Ergonomics is necessary but not sufficient for high performance”

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NECESSITY THEORY OF ERGONOMICS BASED on AMO-model of behaviour

Ability

A, M and O are: • Individually necessary • Jointly sufficient • Not individually sufficiënt

Motivation

Behaviour

Opportunity

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Van Rhee, H., & Dul, J. The limiting-factor model: AMO-factors as individually necessary and jointly sufficient for behaviour (working paper).

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NECESSITY THEORY OF ERGONOMICS BASED on AMO-model of behaviour

Ability

Levels: Individual Group Organization

Motivation

Productivity Quality Creativity Innovation Involvement Committment, Etc. Performance

Opportunity

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Van Rhee, H., & Dul, J. The limiting-factor model: AMO-factors as individually necessary and jointly sufficient for behaviour (working paper).

PRACTICES TO INCREASE A, M, O

Selection and Training

Ability

Leadership

Motivation

Ergonomics

Opportunity

Performance

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INDIVIDUALLY NECESSARY BUT NOT SUFFICIENT

• Performance

• Selection and Training • Leadership • Ergonomics

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CONTINUOUS NECESSARY CONDITION Ceiling line

• Performance

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• Selection and Training • Leadership • Ergonomics

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MULTIPLE NECESSARY CONDITIONS

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NECESSITY THEORY OF ERGONOMICS

• Ergonomics is an “opportuniy enhancing practice” that complements “ability enhancing practices” (Selection and Training) and “motivation enhancing practices” (Leadership) • Each practice (including Ergonomics) is individually necessary for performance • Hence: having not enough Ergonomics is a bottleneck for reaching high performance, which cannot be compensated by the other practices • Hence: Ergonomics is not “nice to have” but “must have” 34

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EXAMPLE 1 (ORGANIZATIONAL LEVEL)

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Sample: – 1095 German firms

Data set obtained from Sven Hauff (4 outliers deleted):

Hauff, S., Alewell, D., Hansen, N.K.(2014), HRM systems between control and commitment: occurrence, characteristics and effects on HRM outcomes and firm performance Human Resource Management Journal, 24 (4), 424–441.

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A, M, O, ENHANCING PRACTICES Selection & Training: Abilityenhancing practices Leadership: Motivationenhancing practices

Ergonomics: Opportunityenhancing practices 36

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Practices Measures Recruitment/selection The recruitment/selection process for these employees is comprehensive Training Our training activities for these employees are continuous Incentive

Compensation/Rewards for these employees are based on profit of the organization. Benefit Compensation/rewards for these employees include an extensive benefits package Promotion and career These employees have clear career paths development within the organization Job security These employees have long term perspectives Job design These employees perform jobs that include a wide variety of tasks Work teams These employees work in semi-autonomous work groups Employee These employees perform jobs that empower involvement them to make decisions Information-sharing Superiors and employees engage in intensive

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TRADITIONAL LOGIC: MULTIPLE REGRESSION (OLS) Regression analyses predicting Performance Intercept

B 2.214

β 0

Selection & Training

0.065

0.14

Leadership

0.124

0.17

Ergonomics

0.219

0.32

N = 1095 R2 = 0.22

Performance = 2.214 + 0.065(S&T) + 0.124 (L) + 0.219 (E) S&T=1, L=1, E=1  P = 2.6 S&T=5, L=5, E=1  P = 3.4 (+29%) (no ergonomics) S&T=1, L=1, E=5  P = 3.5 (+34%) (only ergonomics) S&T=5, L=5, E=5  P = 4.3 (+63%) (integrated) 37

TRADITIONAL LOGIC AND THEORY Organizations can choose between different practices: • Selection &Training • Leadership • Ergonomics Ergonomics is “nice to have”

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NECESSARY CONDITION LOGIC Selection&Training

Necessity Effect size:

Ergonomics

NN

NN

NN

0.21 NN

0.13 NN

0.13 NN

NN

NN NN NN NN 3 15 27 39 51

NN NN NN 4 17 29 42 54 67

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Leadership

Effect size

NN Classification

d < 0.1

NN effect” “small

0.1 ≤ d < 0.3 0.3 ≤ d < 0.5 d ≥ 0.5

NN NN “large 23 effect” 48 large effect” “very 73 98

“medium effect”

MULTIPLE NECESSARY CONDITIONS

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Performan ce (%)

Selection &Training

Leadership

Ergonomics

2.4 2.6 2.8 3.0 3.2 3.4 3.6 4.0 4.2 4.4 4.6

NN 1 1 1 1 1 1 1.5 1.5 2 2

NN NN NN NN 1.5 1.5 1.75 1.75 2 2 2

NN NN NN NN 1.5 1.5 1.5 1.5 2.5 2.5 2.5

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NECESSITY LOGIC AND THEORY Organizations must balance different practices: • Selection &Training • Leadership • Ergonomics You need them all! You cannot without ergonomics! Ergonomics is a “must have”!

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PRACTICES TO INCREASE A, M, O

Physical Ergonomics Cognitive Ergonomics

Selection and Training

Ability

Leadership

Motivation

Ergonomics

Opportunity

Performance

Organizational Ergonomics 42

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IS PHYSICAL ERGONOMICS NECESSARY?

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IS PHYSICAL ERGONOMICS NECESSARY?

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TAKE HOME SUGGESTIONS

1. Include always a performance aspect in all your activities – otherwise it is not ergonomics

2. Go to management conferences to better understand: – the needs, language and interests of managers – the value of ergonomics

3. Consider using necessity logic – to convince others that ergonomics is a “must” – to identify critical aspects that must be present for having desired outcomes

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TOWARDS A NECESSITY THEORY OF ERGONOMICS

Ergonomics is a “must have” (necessary but not sufficient) for survival of companies and hapiness in the society

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MORE INFORMATION NECESSITY LOGIC www.erim.nl/nca

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ERGONOMICS

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