Organizations That Can Impact Human Performance

2456 WordsSep 15, 201410 Pages
1.0 Introduction There are many facets within organisations that can impact human performance. Ergonomic interventions are responsible for workplace designs such as displays, ease of use and aesthetics for example. However, for organisations to develop a holistic approach to performance management, they need to consider theories associated with ‘social factors’. Social factor is the study of human interaction and how those interactions can affect both human and safety performance. Topics for discussion to improve human performance and in the context of team work as a social interaction will include system complexity and coupling. According to Wilson et al. (2007, p. 246) ‘effective team work is extremely important when coordinated,…show more content…
Social factor theorists suggest that individual behaviours are directly determined by the pattern or structure of relationships within organisations. Therefore, the structures of interpersonal relationships hinge directly on organisational outcomes such as human performance (Carboni & Ehrlich, 2013). By developing teams that encourage trust, sharing of information and other concepts associated with team work, organisations reduce the likelihood of unwanted behaviours or outcomes (Paletz et al. 2009). Complexity and coupling are organisational dimensions used to help ascertain human performance within complex systems. Wickens et al. (2004, p. 493) describes complexity as the number of feedback loops, interconnected subsystems and invisible unexpected interactions. Therefore, the behaviours of one system can indirectly impact on the behaviour of another. Coupling implies that there is little slack in a system and that all subsystems are tightly interconnected. Because coupling is dependent on the interaction of subsystems, any disruptions along the system will soon transfer to other parts. The degree of complexity and coupling impacts the organisations probability of failure. High complex – tightly coupled organisation are more likely to experience catastrophic failures (Wickens et al. 2004). Due to the rigid management structure
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