R. Iordache, D. Mihăilă, D. Darabont, Viorica Petreanu
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Analysis of mental effort and its subjective and psychophysiological indicators for gas transport dispatchers
BACKGROUND: The paper presents some results of a field study concerning occupational effort in dispatchers’ activity in gas transport field. The opportunity, aim and necessity of the study resulted from the present occupational safety and health (OSH) law requirements. OBJECTIVE: The study aimed to assess the occupational effort and its indicators, in order to emphasize the risk /demand factors and to establish measures for occupational safety and health management system in order to protect the employees’ health, safety and well-being at work. METHODS: The methodology had a multidisciplinary, ergonomic character, consisting in: analysis of the work content and conditions; assessment of the effort (mental and physical) and work capacity; assessment of work fatigue. RESULTS: The results showed the levels of mental (neuropsychic) effort in the dispatchers’ studied activity, the risk factors that determine fatigue at work, and the risk factors that cannot be eliminated or reduced. CONCLUSIONS: For the dispatching activity, the occupational effort (namely its mental/neuropsychic component) is situated at a high level determined by the nature and content of the work task.
期刊介绍:
Human Systems Management (HSM) is an interdisciplinary, international, refereed journal, offering applicable, scientific insight into reinventing business, civil-society and government organizations, through the sustainable development of high-technology processes and structures. Adhering to the highest civic, ethical and moral ideals, the journal promotes the emerging anthropocentric-sociocentric paradigm of societal human systems, rather than the pervasively mechanistic and organismic or medieval corporatism views of humankind’s recent past. Intentionality and scope Their management autonomy, capability, culture, mastery, processes, purposefulness, skills, structure and technology often determine which human organizations truly are societal systems, while others are not. HSM seeks to help transform human organizations into true societal systems, free of bureaucratic ills, along two essential, inseparable, yet complementary aspects of modern management: a) the management of societal human systems: the mastery, science and technology of management, including self management, striving for strategic, business and functional effectiveness, efficiency and productivity, through high quality and high technology, i.e., the capabilities and competences that only truly societal human systems create and use, and b) the societal human systems management: the enabling of human beings to form creative teams, communities and societies through autonomy, mastery and purposefulness, on both a personal and a collegial level, while catalyzing people’s creative, inventive and innovative potential, as people participate in corporate-, business- and functional-level decisions. Appreciably large is the gulf between the innovative ideas that world-class societal human systems create and use, and what some conventional business journals offer. The latter often pertain to already refuted practices, while outmoded business-school curricula reinforce this problematic situation.