Employee participation in reduction of ergonomic risk factors: Attitudes and perception of effects.

Abstract

Employee acceptance of the introduction of ergonomics in their workplace is a critical factor in order for these innovations to be successful. Several research efforts have been directed to the study of employee participation (Coch and French Jr., 1948; French et al., 1960; among others). Fewer studies have been directed to the effects of participation in the introduction of ergonomic innovations (Joseph, 1986; Liker, Nagamachi and Lifshitz, 1988). Nevertheless, most of these studies have methodological limitations. This study tests the hypothesis that direct employee participation in the redesign of their jobs is inversely related to resistance to change as well as to perception of work related discomfort, and increases employee acceptance of these changes. A two wave quasi-experimental design was set-up in two engine assembly plants. One plant used the participative approach (P), the other plant did not include employee participation (NP). Survey research and participant observation methods were used to assess longitudinally employees' reactions to ergonomics changes to their jobs. The treatment sample sizes were 31 cases at plant P, and 18 at plant NP. Control groups were also set-up at each plant. The outcomes of the study were the following: (1) ergonomic applications are less likely to be openly resisted by workers when they participate in the process of job redesign; (2) objective participation is not directly related to perceptions of significant participation or positive evaluations of the change; and (3) perceived significant participation is related to positive evaluations of the change and reductions in perceived soreness. Nevertheless, performance outcomes show that both plants were effective in the implementation of ergonomic changes regardless of the participative approach, leading to positive employee reactions and reductions in perceived soreness. Also, no significant effect of participation was identified on organizational variables like QWL and trust in management. We conclude that employees' acceptance of ergonomic changes is critical, and participation increases the likelihood of more acceptable changes compatible with the way employees do their jobs. On the other hand, managers should not necessarily expect that employees will appreciate their greater participation in the change or that it will lead to more positive attitudes.