Factors Affecting Humans

and Human Behavior

 Introduction
• Physiological abilities and limitations,
needs, desires, and aspirations of key
people deserve attention
• Studies include items such as ergonomics,
human factors and industrial hygiene
• Some reasons for paying attention include
items mentioned as well as lawsuits and
claims
 Job Testing
• Testing may include standardized tests to
qualify applicants on the basis of strength,
lifting ability, agility, and similar
characteristics
• Then on the job, careful attention must be
paid to work assignments to avoid
excessive fatigue and overtaxing the
individual
 Fatigue
• 3 types – physical, mental and boredom
• Weariness from physical and or mental
activity
• Physical fatigue largely results from
overuse of energy from short term exertion
• Mental fatigue refers to the inability to
maintain high levels of concentration for
extended periods of time
 To Reduce Fatigue
• Fatigue results when muscles are under
load whether or not movement occurs
• Design tasks to avoid activities such as
holding heavy loads or pushing hard
against objects (circular staircase)
• Tool design can reduce fatigue. Factors to
consider are the characteristics of the tool,
requirements of the task and worker
considerations
• Tuesdays have the highest output and
Fridays the lowest
• May try 4 – 10 hour days instead of 5 – 8
hour days
• In construction, on multishift projects,
workers are rotated through the shifts to
be fair. Rotating shifts is detrimental to
alertness, ability and safety
• To plan for higher productivity where shift work
is required recognize the following factors:
• Strongly oriented day/night people have cycle
peaks and should be assigned that way
• Normal cycle should be maintained
• When cycles change it takes several days to
adjust
• Night shifts should be avoided for older
individuals
 Tool Selection
• Characteristics of tools – weight, shape,
size, vibration, etc.
• Task requirements – need to lift and lower,
hold, carry, grasp
• Worker considerations – avoid heavy
holding or lifting, awkward or strained
positions, reduce heavy contact pressures
on the body
 Shift Work
• Workers peak at different times of the day
• 25% are day time
• 50% anytime
• 25% night oriented
• 10% at no time
• In construction the policy has been to rotate
shifts
• Research shows that rotating shifts is
detrimental to alertness, ability and safety
 For Higher Productivity Shift Work
• Assign people to shifts that work best for
them (Amtrak inspector)
• Maintain the normal daily cycle no matter
which shift they work
• Follow same cycle on non work days
• If shift cycles change there will be several
periods of change
• Night shift assignments should be avoided
for older individuals
 Overtime
• With overtime work productivity drops and
if premium wages are paid, workers are
tempted to slow down to gain the extra
pay
• Overtime may cause a job disruption,
family plans or other activities
• A very serious consequence of scheduled
overtime is the extreme effect on
productivity
 Mental Fatigue
• Difficult to define or measure
• To alleviate mental fatigue try resting 20-
25% of the work period (get up, walk
around)
• Arrange work rest cycles (10, 2)
 Stress Fatigue
• Stress can come from being frustrated,
having deadlines, cramped work space,
noise, vibrations, glare, heat and cold.
• Stress produced away from the work place
can also be a factor
 Boredom
• A physiological condition sometimes
defined as underexertion is in contrast to
fatigue
• Can develop a feeling of dissatisfaction,
emptiness, weariness and detachment
with tasks that offer little challenge, easy,
or repetitious
• Workers cope by restlessness,
daydreaming and mental withdrawal
 Environmental Factors
• Best conditions: Temp. 50-70 degrees F,
relative humidity 30-80 %, dry conditions,
no dust or pollutants, and little noise.
• If environmental conditions are different
than those described, there may be
adverse effects on productivity, comfort,
safety, and health.
• Since most construction is carried on
outside these factors are important.
 Heat
At higher temperatures and humidity,
perspiration affects the comfort zone and
productivity
• Other effects-
• Heat Stress in three forms-
• Heat cramps-loss of salt, is painful
• Heat exhaustion-loss of salt and water, move
patient to cooler place
• Heat Stroke-high body temp. and coma, high
mortality rate.
 Cold
• Temperature and wind are the two main
factors in a body being affected by the
cold
 Noise
• Construction sites are generally noisy with
bursts of additional noise periodically
• OSHA regulations prohibit continuous
noise levels higher than 90 dBa.
• Noise can contribute to both stress and
fatigue.
 Organizational Behavior
• Deals with human problems faced by
people in the work place
• Based on psychology, anthropology and
sociology
• Frederic Taylor, father of scientific mgmt.,
a forerunner of organ. Behavior – applied
rational rules to operating procedures and
human performance
• Needs and expectations dictate behavior
by providing motivators and demotivators
• Our history provides baggage which can
be evaluated and is influenced by:
• Culture and religious beliefs - attitudes
towards others, God’s will.
• Upbringing – attitudes towards parents,
honesty, fair play
• Attitudes about work
• Expectations about job availability,
rewards, and future prospects
 Motivation vs. Commitment
• Motivation- to maximize comfort and
pleasure and minimize discomfort and
pain
• Needs as Motivators- may be physical and
psychological
• The need for food, clothing, shelter, then
safety, love, esteem, and self fulfillment
 Motivation by Job
• Job enrichment motivators- achievement,
recognition, the work, responsibility,
advancement
• Hygiene factors- company policy and
administration, technical supervision,
salary and fringes, interpersonal relations
and working conditions.
• Other factors- work ethic, job availability,
and prospect of layoff.
 Money
• Managers believe that money is a motivator for
productivity because:
• Managers are achievement orientedand money
is a valuable measure
• Site managers have a degree of control over
money
• Since measurements of the effect of money are
undependable, its considered a motivator
• Alternative approaches are many times unknown
 Other Motivators
• Praise and recognition are good motivators if
given before others.
• Punishment may be seen as singling out.
• Change can be seen as a demotivator
• To motivate must overcome alienation, apathy,
and frustration, a major concern of managers.
Not dealing with these issues can increase
absenteeism and those with a strong work ethic
quit
• Jobs can be both motivators and demotivators
 Motivating Crews
• Crews establish an internal pecking order
and generally select an informal leader
• To challenge the group may be caused by
the following disruptive changes:
• Reducing opportunities for group members
to interact
• Reducing status of the group
• Intensifying supervision
• Strong groups provide:
• Support in times of stress and crisis
• Good tool for problem solving
• Make better decisions than individuals
• Control members
 Authority

• Right to command
• ADVANTAGES
• Efficiency, simplicity, speed and orderliness
• Personal gratification and feeling of authority
• DISADVANTAGES
• Employees resist, censure for idleness, hostility,
boss is the enemy
 Power
• The ability to cause other people to do or
not do something
• Power tends to corrupt; absolute power
corrupts absolutely
• Power based on resources:
• Rewards, punishment, information,
expertise, authority, Referent power
 Leadership
• Decision styles:
• Making decisions
• Selling an already made decision
• Presenting ideas
• Making tentative decisions
• Presenting problems having discussions
• Defining limits, having 1 or groups make
decisions
• Allowing 1 or groups to make decisions
• Leadership is based on the judicious use
of power
• Involves individuals acting as a team
• Ability to motivate and get commitment
 Human Factors
• Physiological and safety needs- job
security
• Belonging needs- to be a member
• Ego needs- production competition
• Self fulfillment needs- to realize one’s
potential
 To Improve Productivity
• Develop a plan of action
• Gain participation
• Perform the decision making process
• Remove distractions and in terruptions
 Problem Solving
• Define problem
• Sort information
• Logically arrange information
• Weigh effects of data
 Communication
• How do people communicate:
• Written
• Verbal
• Body language
• Pictorial
 Body Language
• What is the body saying
• Does it match the verbal communication
• What features of the body talk the loudest
 Communication Factors
• Expectations
• Goals, background, needs preceptions
and external pressures
• Emotional defenses
• Psychological Noise
• Message delivery
• Feedback