Hrm ppt

POWERPOINT PRESENTATION ON

HUMAN ERGONOMICS AND

FLEXIBLE WORK SCHEDULE

"Ergonomics (or human factors) is the scientific discipline concerned with the understanding of interactions among humans and other elements of a system, and the profession that applies theory, principles, data and methods to design in order to optimize human well-being and overall system performance." 

Ergonomics

Ergonomics means literally the study or measurement of Work

In addition to work as labour for monetary gain, work also includes

•Sports

•Leisure activities

•Domestic work

•Education and training

•Health and social services

BASIC AIM OF ERGONOMICS

Efficiency in purposeful activity

To achieve desired result without

Waste

Error

Damage to persons

Working situation in harmony with the activities of the worker

AIMS OF ERGONOMICSEnsures that human needs for safe and efficient working are met in the design of work system

To design

Appliances Technical Systems Tasks In such a way to improve Human Safety Health Comfort and Performance

032 inches

63 inches

DIFFICULTIES IN ACHIEVING THE AIMS OF ERGONOMICS

Human operator is flexible and adaptable

Large individual differences

Obvious differences: --> Physical size, strengthNot obvious differences --> Culture, style, level of skill

Thus a systematic approach and theory are necessary. There should be measurable objectives to be checked and remedial action taken. A detailed study of the science of ergonomics provides these approaches and theories

BENEFITS OF ERGONOMICS

INCREASE PRODUCTIVITY

BETTER COMFORT

REDUCE FATIGUE

SAVE TIME

LESSEN CHANCE OF INJURY

REDUCE ABSENTEEISN

ERGONOMIC NEEDS IN A WORKPLACE

Physical work environment

Chemical environment

Anthropometry (Body sizes)

Occupational Biomechanics

Psychological aspects

Social psychology

Macro ergonomics

Work physiology

Safety and Ergonomics

Systems ergonomics

Flexible working simply refers to any working schedule that is outside of a normal working pattern.

This means that the working hours, instead of being repetitive and fixed, can involve changes and variations. It can mean the employee has variables such as when they are required to work or even their place of work.

FLEXIBLE WORK SCHEDULE

Flexible Work Schedules

Benefits

Recruitment and retention of employees39

Coordinating employee work schedules with production schedules

Accommodating the leisure-time activities of employees while facilitating employee personal appointments

Improvements in employee job satisfaction and morale

Disdavantages

Overtime payments required by the Fair Labor Standards Act for employees working over 40 hours in one week.

The additional stress on managers and employees, and long workdays can be exhausting.

Flextime

Working hours that permit employees the option of choosing daily starting and quitting times, provided that they work a set number of hours per day or week.

All employees are required to be present during a designated “core period.”

Flexible hours reduce absenteeism and tardiness.Employees can schedule their working hours for the time of day when they are most productive.

Company’s Flextime Schedule

Job Sharing

The arrangement whereby two part-time employees perform a job that otherwise would be held by one full-time employee.

Job sharers may work three days a week, creating an overlap day for extended face-to-face conferencing.

Compressed hours :– Here, employees work the same hours over fewer days.

Annual hours :– Employees agree they will work a given number of hours during the year, but the pattern of work can vary from week to week.

Staggered hours :– This lets employees start and finish work at different times. Employees may also take time off in lieu or take career breaks.

Telecommuting :- The use of personal computers, networks, and other communications technology such as fax machines to do work in the home that is traditionally done in the workplace.

Increased flexibility for employees

Ability to attract workers who might not otherwise be available

Lessened burden on working parents

Less time and money wasted on physical commuting

Increased productivity Reduced absenteeism

CASE

Company: Eastman Kodak, an “info-imaging” company

PROFILE

Kodak has operations in over 30 countries and a workforce of 70,000 employees; approximately 39,000 of these are employed in the United States.

Challenge :- Meeting employee desires for work-life balance

Solution :- Part-time work, job sharing, compressed work weeks, flextime, and telecommuting/flex-place arrangements

Policy Parameters :-

• All regular and conditional full time and part-time employees are eligible to request any of the flexible work arrangements regardless of position or geographic location.

• Employees must complete an application, receive permission from their immediate supervisor, and demonstrate that the arrangement will not have an adverse impact on the business.

Development & Oversight :-

Employees are told about the program as part of the new hire orientation that includes an overview of programs and policies. Information is also provided in company newsletters and on the company’s website, since employees may not focus on the availability of flexible work arrangements until there is an immediate need for them.

Development & Oversight:

• Employees are told about the program as part of the new hire orientation that includes an overview of programs and policies. Information is also provided in company newsletters and on the company’s website, since employees may not focus on the availability of flexible work arrangements until there is an immediate need for them.

• Training programs for supervisors, line managers and senior managers were conducted, and new supervisors also learn about the FWA program at orientation. The training module includes roleplaying, case studies, scenarios, and barriers to participation in all types of FWAs.

• As of 2004, the company had not developed a tracking system to measure the impact of the flexible work policy.

Outcomes:

Eastman Kodak reports several success stories in which employees and supervisors have made flexible work arrangements work. They credit trusting relationships and regular communication for making these arrangements effective.The only negative impact they have seen related to offering the program is co-workers who are jealous of those using FWAs. In many cases, these employees could have applied to work flexibly themselves but have not chosen to do so.