Has your company purchased “ergonomic” devices that would make the job easier for your employees only to see them not used and gather dust? Or, have you purchased those devices and they were immediately and readily accepted and used by your employees? Maybe you’ve had both experiences—used and not used. Did you give much to thought to what motivated your employees to disregard or use devices that are supposed to make their jobs easier, i.e. less effort, reduced risk of injury? A study published in the Applied Ergonomics journal provides some insight on the factors that contribute to employee motivation to use devices. Although the study is based in healthcare the findings are applicable to other industries.
The study focused on the behavior of nurses to use lifting devices to move and transfer patients in nursing homes and hospitals. The study looked at individual factors and organizational factors. The organizational factors were broken down into three different levels or hierarchies—the patient room, the department and the organization itself (policies, culture, funding). Of those, the two primary levels were the patient room and organizational. The factors they identified for having a positive correlation to nurses using the devices were:
Patient Room:
· Favorable ratio of lifting devices per patient (a high availability of lifting devices that easily fit and functioned well within the patient room)
· Patient specific protocol for lifting/transferring
Organizational: (Management Support)
· Budgeting money to reduce mechanical load
· Spending money to maintain ergonomic devices
o Policy on maintaining ergonomic devices
o Regular preventative maintenance on ergonomic devices
· Annual training in the use of ergonomic devices
· Presence of “Ergocoaches” (superusers) whose purpose was to enhance the knowledge and skills of co-workers by providing training during the course of work and/or scheduled training which would lead to “positive social outcomes”. (I interpret positive social outcomes as positive culture change, i.e. to make the use of lift devices a normal, natural part of the job.)
There were three individual factors that were associated for using lifting devices:
1. Knowledge of existing workplace guidelines
2. Availability of sufficient lifting devices
3. Presence of guidance on lifting devices use in a patient’s care protocol
The strongest correlation for sustained use of lifting devices was the knowledge of workplace guidelines. This may be the most surprising finding of the study but not when you read about the background of the organizations who participated. The organizations all had a structured approach for preventing musculoskeletal disorders (ergonomics program) which was clearly stated in their workplace guidelines. In other words, these organizations were very committed to keeping their employees safe and had policies and procedures that backed up that company value.
The second factor of having sufficient lifting devices is “a no brainer”. If employees don’t have the devices to use each and every time then they are less likely to use them. If employers expect employees to use specific devices for certain tasks then it is imperative that the employer provide the appropriate amount of devices.
The incorporation of specific guidance on the use of lifting devices in the patient care protocol was another strongly associated factor for positive nurse behavior to use lifting devices. Protocols that incorporate requirements on safe patient handling into the daily care of patients eliminates one of the major weaknesses in safe patient handling/lifting device programs. Having specific guidance spells out how the patient will be moved and eliminates the variability that normally results when each individual nurse makes that determination.
Key Learning Point on Employee Motivation to Use Ergonomic Devices that Applies to All Industries
It should be noted that this study assumed and this article assumes that the ergonomic device provided to employees was appropriate, functional and fit the job, work flow and individuals well. If “ergonomic” devices are purchased but they are not appropriate, not functional and don’t fit the job, work flow or individuals then they will not be used regardless of whether there is organizational support for them.
Assuming the appropriate device is provided to employees, it should be obvious that the key to motivating employees to use ergonomic devices requires an integral approach that addresses individual employees, task procedures and workplace policies. In addition, the integral approach is necessary to facilitate appropriate implementation of ergonomic interventions. All employers would benefit by reviewing their work design, implementation and sustainability plans to ensure that employee behavior (motivation factors) are considered and ingrained in each phase.
Reference:
Koppelaar, E., et al., The influence of individual and organisational factors on nurses’ behaviour to use lifting devices in healthcare, Applied Ergonomics (2012), ttp://dx.doi.org/10.1016/j.apergo.2012.11.005
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