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ABSTRACT: A common term used by employees to describe the latest program implemented in
companies is “Flavor of the Month.” This term is used to describe how fast
some programs come and go and if you wait long enough management changes or
priorities change and then the employees won't have to do whatever it is
anymore. It is difficult for employees, given this problem, to truly commit
to changing, for instance, their behaviors because they know what is
required today, will be gone tomorrow. The same goes for middle management
that, most of the time, is left with implementing a program. Building
sustainable processes/programs is, therefore, difficult. There are some
things that can be done, however, to help ensure an ergonomics program
doesn't melt and go away, like last month's flavor. This paper will explore
the ideas we have tried and which ones have worked and which failed
miserably. For instance, one of the worst things a company can do with
ergonomics is to unwisely throw money at the problem. In numerous cases we
have seen a company decide to do ergonomics and put a large sum of money
towards the effort. However, when the injuries don't instantly disappear, or
in some cases (due to increased awareness) more injuries are reported, the
company pulls the funding back. This, in fact, has the opposite of the
desired effect and both the employees and management become soured.
FULL ARTICLE:
BuildingaSustainableErgonomicsProcess-May2000.pdf |
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