systems’ hypocrisy theory: the divergence of ergonomics and organizational health

SYSTEMS’ HYPOCRISY THEORY: THE DIVERGENCE OF ERGONOMICS AND ORGANIZATIONAL HEALTH

Peter J. Stavroulakis Dr. Elena Riza

 Department of Hygiene, Epidemiology & Medical Statistics

Medical School of Athens

4th International Conference on Quantitative and Qualitative Methodologies in the Economic and Administrative Sciences, 21-22 May 2015, TEI of Athens

Introduction

“Ergonomics is concerned with the understanding of interactions among humans and other elements of a system...in order to optimize human well-being and overall system performance”

Ergonomics facilitate the harmonic co-existence people’s needs, abilities and limitations

Its reason of existence is the conciliation of human beings and systems

Objective

The optimum synergy between human beings, their respective task and/or environment is a field that is as old as human beings themselves, an ever-ending pursuit and a journey in perpetuity

How are we able to get the job done with the minimum of cost whilst attaining the quality standard requested, whence simultaneously the people getting the job done remain content?

Literature Review

The state of the discipline can be traced thousands of years ago (Marmaras et alli, 1999)

Needs of the incorporation of ergonomics’ considerations in planning (Ivergård, 1973)

The dimensions of this application, its interdependencies and considerations have been registered (Trist, 1981)

Theberge and Neumann (2010) provide an inventory of the intricacies concerning the practice of ergonomics and as to the holistic approach that should be sought after

Observed by Carayon (2006) as well, where a case of participatory ergonomics showcased the variable sectors wherein ergonomics can provide beneficial change

Ergonomics and Systems

Ergonomics’ can be applied wherever system theory surfaces (Stanton et alli, 2006) and within all contexts of an organizational setting and environment (Wilson, 2000)

Specific guidelines as to the implementation of ergonomics can be evidenced (Grote, 2014)

Top level existence of ergonomics’ culture is uncontested (Hendrick, 1991)

Socio-technical approach (Jensen, 2002) and the concept of ‘joint optimization’

Crystallization of the holistic systemic principle

Extension of Applicability

Bongers et alli (2006) present the extended benefits deriving from ergonomic interventions, including their inherent psychosocial factors

The links between organizational structure, planning, quality and innovation are investigated and how these aspects can be interwoven with strategic management and ergonomics (Slappendel, 1994; Dul & Neumann, 2009)

Major organizational issues can be nullified with a complete ergonomic approach

Ergonomics’ Corollaries

There is a high-level component of this discipline that can be included

Component of systemic health, as the intangible ingredient in all our operations

The route is there and it is not only feasible, but the road more manageable

Whence utilizing a holistic system approach and taking under consideration all systemic interconnections, dysfunction is absent

Organizational Health

The concept has come to be considered the ultimate goal of an organization

The stepping stone of a sustainable competitive advantage

We are able to observe many models (Lin & Lin, 2014) linking organizational health with cultural manifestations

Anthropocentric shift: from work to well-being for people and from monetary returns to health for organizations

Threads of the Theory

Major components of the organizational health concept are kept within values and the intangible aspects of organizations (Tuan, 2013) such as trust and knowledge sharing

Impact and importance of communication styles (Hicks, 2011)

Vinberg and Gelin (2005) investigate organizational and health performance and come to support the holistic approach

Golzari (2012) found a direct correlation of organizational health with customer satisfaction

Commitment, Satisfaction and Evolution Shoaf et alli (2004) propose specific metrics of

organizational health assessment Yüceler et alli (2013) found correlations of

organizational health to organizational commitment Mako et alli (2012) stress the importance of dynamic

metrics of job satisfaction Thompson et alli (1985) demonstrated the need to

have a solid organizational family from the aspects of: 1. employee evolution 2. organizational recognition

Health andAnthropocentrism

Cheramie et alli (2007) indicate the importance of overall organizational health with respect to loyalty

Wright (1969) indicates the importance of a diagnostic and pathological approach

Perry and Barney (1981): realistic goals have to be set on a basis of anthropocentric values

Common Ground

The concept of organizational health is the most promising, systemic and holistic; for this reason we move to correlate it with ergonomics for they share a mutual infrastructure of effectiveness through anthropocentrism

Merger of Concepts

A merger of ergonomics with the framework of organizational health should be pursued:1. Through this fusion a healthy ecosystem will

emerge, for it will find benefit in mutualism 2. Understanding and accepting the mutual

functionality that a holistic ergonomics’ culture provides is what will lead to organizational health

Theory Formulation

Health pertains to the vision Strategy is the flight plan towards vision Ergonomics is the path towards organizational

health

Systemic Isolation

If a system lacks a holistic ergonomics’ approach it’s doomed to isolation, for it will not communicate

It will be a component within a super-system and it will be alone

Isolation will lead to structural and functional discrepancies and organizational chronic disease

Systems’ Failure

If the system does not hold in its core a culture of ergonomics, it will fail

Is it in part because of this fact that we observe systems with ideal conceptual constructs

1. conceptual planning2. regulatory infrastructure 3. dynamic directives4. mitigating policies

That nevertheless fail hopelessly in real-world practice

Veneers of Isolation The verdict is one of subsequent decay, because

sustainability will never materialize

Systems’ Hypocrisy

If a human system is left in isolation, we will lose all that is human

Isolation is hypocrisy If we are referring to systems, it’s systems’

hypocrisy Organizational health metrics are a correlation

of hypocrisy, since hypocrisy is the exact opposite of health

Humans are Core

We can never diverge from the fact that human beings are the central component, even if the system is automated:1. planning2. design3. maintenance4. oversight authority 5. feedback6. utilization

Are still left for and to the human factor

Conceptual Construct

Only whence a system has accepted its humane intrinsic constructs it is able to function

In an occupational case it will resemble:1. the intoxicated asking for a trace of a dose 2. the person in love that wishes to never part with a

partner This is the benefit of the correlation of ergonomics

with organizational health: Systems will manifest as partner components

functioning in synergy and harmony with one another

Conclusions

Ergonomics’ culture can be regarded as a systemic catalyst of excellence

Organizational health provides a holistic framework that will offer sustainability through the abundance of collective well-being

Ergonomics paired with occupational health can be the key to organizational permanence

All this will be able to materialize if systemic hypocrisy is absent, for it is an index of systemic disease

Limitations

The applicability of this model depends on systemic culture

Additional dimension that has to be considered

Coordination, shared values and prerequisites Working environments’ globalization, as many

times its manifestation is not a product of systematic study

Future Directions

Metrics of the theory could be developed in order to provide quantitative constituents

Analytical construct that will provide a dynamic complementary aspect with respect to the conceptual model

Empirical study of the correlation of ergonomics’ culture and organizational health

Thank you for your attention!

Peter J. Stavroulakis (pjstav@med.uoa.gr)

Dr. Elena Riza (eriza@med.uoa.gr)

Department of Hygiene, Epidemiology & Medical Statistics, Medical School of Athens