Psychosocial Work Factors - Fundamentals and Assessment Tools for Occupational Ergonomics - page 549

26
Psychosocial Work
Factors

26.1 Introduction . ............................. 26-1
26.2 Definitions . . ............................. 26-2
26.3 Examples of Psychosocial Work Factors . . ....... 26-3
26.4 Occupational Ergonomics and Psychosocial
Work Factors ............................. 26-5
26.5 Measurement of Psychosocial Work Factors ...... 26-6
26.6 Managing and Controlling Psychosocial
Work Factors ............................. 26-7
26.7 Conclusion . . ............................. 26-8

Pascale Carayon
Ecole des Mines Nancy
France
Soo-Yee Lim
NIOSH

26.1 Introduction

This chapter examines the concept of psychosocial work factors and its relationship to occupational ergo-
nomics. First, we provide a brief historical perspective of the development of theories and models of work
organization and psychosocial work factors. Definitions and examples are then presented. Several expla-
nations are given for the importance of psychosocial work factors in occupational ergonomics. Finally,
measurement issues and methods for controlling and managing psychosocial work factors are discussed.
The role of “psychosocial work factors” in influencing individual and organizational health can be
traced back to the early days of work mechanization and specialization, and the emergence of the
concept of division of labor. Taylor (1911) expanded the principle of division of labor by designing effi-
cient work systems accounting for proper job design, providing the right tools, motivating the indivi-
duals, and sharing of responsibilities between management and labor, and sharing of profits. This is known
as the era of scientific management in which scientific methods are used to objectively measure work with
the aim of improving its efficiency. These scientific methods involved breaking the tasks into small com-
ponents or units, thus making work requirements and performance evaluations easy to define and
monitor. Under these methods, work is simplified and standardized, therefore having a great impact
on job and work processes. An analysis of psychosocial work factors in a job in this system would
reveal that skill variety is minimal, workers have no control of the work processes, and the job is
highly repetitive and monotonous. Such work system design can still be found in numerous workplaces.
As the workforce became more educated, individuals became more aware of their working conditions
and environment, and began to seek avenues for improving their quality of working life. This is when the
human relations movement emerged (Mayo, 1945), which raised the issue of the potential influence of
the work environment on an individual's motivation, productivity, and well-being. Individual needs and
wants were emphasized (Maslow, 1970). Thus, job design theorists incorporated worker behavior and
work factors in their theories. The two theories of job enlargement and job enrichment formed the

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