Publication statistics
Pub. period:1987-2009
Pub. count:15
Number of co-authors:28
Co-authors
Number of publications with 3 favourite co-authors:
Martha Grabowski:3Leighton L. Smith:2John W. Senders:1 Productive colleagues
Hal W. Hendrick's 3 most productive colleagues in number of publications:
Susan M. Dray:51Waldemar Karwowski:35Colin G. Drury:32
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Hal W. Hendrick
Publications by Hal W. Hendrick (bibliography)
Hendrick, Hal W. (2009): Human Factors in Organizational Complexity. In: Proceedings of the Human Factors and Ergonomics Society 53rd Annual Meeting 2009. pp. 1026-1027.
“Competitive demand for more rapidly responsive and flexible organizational designs has created new demands for human factors application -- particularly at the macroergonomic level. This invited symposium presents four papers that provide different perspectives and understandings of the human factors aspects of organizational complexity. These include a sociotechnical systems model of organizational complexity and its relation to employee complexity, organizational complexity and communications, lessons learned from complex systems' successes and failures, and a case study of the expansion of a company's national program to the international level.”
© All rights reserved Hendrick and/or his/her publisher
Hendrick, Hal W. (2009): A Sociotechnical Systems Model of Organizational Complexity and Design and its Relation to Employee Cognitive Complexity. In: Proceedings of the Human Factors and Ergonomics Society 53rd Annual Meeting 2009. pp. 1028-1032.
“The Sociotechnical model of organizational complexity is described, including its implications for organizational design, based on the Macroergonomic Analysis of Structure method. The nature of cognitive complexity and the relationship of employee complexity to organizational complexity are summarized, including stratified systems theory and empirical examples from the author's consulting and research.”
© All rights reserved Hendrick and/or his/her publisher
Smith, Leighton L., Dingus, Thomas A., Hendrick, Hal W., Karwowski, Waldemar, Jahns, Dieter W. and Hornick, Richard J. (1995): Professional Conduct for Ergonomic Experts in Forensics -- II. In: Proceedings of the Human Factors and Ergonomics Society 39th Annual Meeting 1995. pp. 445-447.
“This panel intends to further the exploitation of the subject matter that was addressed in a panel held at the 1994 annual meeting (Smith et al., 1994). The panelists for that panel were: Mel Rudov, Thomas Dingus, Jake Pauls, and Gary Staffo. These individuals presented their views on the panel subject ranging from a synopsis of the history of a code of conduct in the professional ergonomics discipline (Mel Rudov), to a discussion on the merits and motivations for establishing a code of conduct (Tom Dingus), to a perspective on the ramifications of specialization (Jake Pauls), to a perspective from the professional safety community (Gary Staffo). The purpose of this panel (iteration "II") is to further examine the foundation and aspects of a code of conduct for professionals in the specific practice of ergonomic forensics. Both the view of individual professionals who practice full-time ergonomic forensics work and also who have practiced extensively will contribute to this panel. The goal of this panel is to attempt to achieve a balanced viewpoint of professional.”
© All rights reserved Smith et al. and/or Human Factors Society
Hendrick, Hal W. (1995): Humanizing Re-Engineering for True Organizational Effectiveness: A Macroergonomic Approach. In: Proceedings of the Human Factors and Ergonomics Society 39th Annual Meeting 1995. pp. 761-765.
“The reported widespread failure of re-engineering projects is noted. Based on assessments of over 200 organizational units, a technology centered approach to work system design and two related factors are proposed as some of the root causes of these failures. Based on these assessments, three criteria for effective re-engineering approaches to work system design are identified. Macroergonomics is proposed as a design strategy that meets all three criteria and avoids the pitfalls of traditional re-engineering efforts. Recent macroergonomic interventions which have resulted in improved employee satisfaction and dramatic reductions in lost time accidents and injuries are cited as partial support for this proposal.”
© All rights reserved Hendrick and/or Human Factors Society
Venda, Valery F. and Hendrick, Hal W. (1994): Ergodynamics and Macroergonomics in Analysis of Decision-Making Efficiency and Complexity. In International Journal of Human-Computer Interaction, 6 (3) pp. 253-274.
“The principles of macroergonomics and the laws of ergodynamics are reviewed. The theories of mutual adaptation and transformation dynamics are presented as a complex basis of the ergodynamics, and they are offered as paradigms for macroergonomic evaluation and design of sociotechnical or human-machine-environment decision-making systems (HMES). Criteria and factors of decision-making efficiency are studied for different cognitive strategies and their transformations in the course of long-term training and short-term decision making in emergencies. Sample system criteria and design guidelines, based on the results of both laboratory studies and actual research and design applications, are provided. A combination of macroergonomics and ergodynamics helps ergonomists to meet rapidly growing requirements of practice and overcome a narrow approach to the workstations analysis when a broader view of complex multilevel system leads to success and instead of traditional static approach the analysis of transformations in technologies, management structures, and work skills is needed.”
© All rights reserved Venda and Hendrick and/or Lawrence Erlbaum Associates
Hendrick, Hal W., O'Neill, Michael J., Robertson, Michelle M. and Brown, Ogden (1994): A Systems Approach to Preventing Work-Related Musculoskeletal Disorders in VDT Work. In: Proceedings of the Human Factors and Ergonomics Society 38th Annual Meeting 1994. p. 418.
“Work-related musculoskeletal disorders (WMSDs) are not a new ergonomic issue. In fact, WMSDs related to manual materials handling have been recognized as a major ergonomics issue since the late 1940's. What is new is the widespread increase in WMSDs as a result of the introduction of video display terminals (VDTs). Unlike many manual materials handling situations, VDT related WMSDs do not appear readily correctable solely by conventional workstation design ergonomics. This symposium proposes a systems approach to the problem. It begins by presenting a macroergonomic approach to work system and job design, addressing specific job characteristics identified with WMSDs in the literature. The second paper deals with the critical issues to address in ergonomically designing the work environment; and providing environmental control by the user to further enhance desirable job characteristics and reduce WMSDs. The third presentation outlines the critical elements to incorporate in programs for training VDT operators on procedures for preventing WMSDs. The final paper discusses utilizing employee participation in accomplishing the tasks identified in the first three papers. The symposium concludes that only through such a systems approach can real progress be made in reducing VDT operator WMSDs.”
© All rights reserved Hendrick et al. and/or Human Factors Society
Hendrick, Hal W. (1994): Work System and Job Design Factors in Preventing WMSDs in VDT Operators. In: Proceedings of the Human Factors and Ergonomics Society 38th Annual Meeting 1994. pp. 419-423.
“Recent research is reviewed which indicates conventional work station design ergonomics is insufficient, by itself, to prevent WMSDs in typical VDT jobs; and that work system design and related psychosocial variables appear critical. Three common system design practices are cited as the basis for the widespread poor design of VDT work systems and jobs. Macroergonomics is proposed as a work system and job design approach that circumvents the deficiencies of these three common design practices. Specific job design factors from the literature are identified.”
© All rights reserved Hendrick and/or Human Factors Society
Venda, Val F. and Hendrick, Hal W. (1993): Qualitative and Quantitative Analysis of Human Decision-Making Complexity. In: Proceedings of the Fifth International Conference on Human-Computer Interaction 1993. pp. 636-641.
“The principles of macroergonomics, coupled with the theories of mutual multi-level adaptation and transformation dynamics are proposed as a basis for analyzing human decision-making complexity and optimizing system design. The concept of macroergonomics is described. Studies relating cognitive, decision-making, and organizational complexity to system design are noted. The application of hybrid intelligence theory is proposed as an effective means of managing organizational and decision-making complexity. The process of mutual adaption being applied at Northern Telecom Canada, Ltd., including a concrete methodology, is described.”
© All rights reserved Venda and Hendrick and/or Elsevier Science
Hendrick, Hal W. and Grabowski, Martha (1992): Cross Cultural Validation of a Function Analysis Model for Determining Minimal Safe Crew Size on Maritime Vessels. In: Proceedings of the Human Factors Society 36th Annual Meeting 1992. pp. 834-837.
“As part of a project for the National Research Council, a functional analysis model previously was developed and initially validated on two large maritime vessels for determining minimum safe crew size. The present study collected operations and maintenance data for all functions performed in port, in restricted waters, and at sea for three voyage profiles for two identical tankers. Structured interviews with crew members were used to collect the data. One ship was crewed by an all Korean crew; the other by Italian officers and Philippine seamen. Results from the two independent applications of the model were highly consistent for both qualitative and quantitative crew requirements. These results provided further validation both for the model and the method of data collection. The model then was used to project changes in crew requirements for different voyage profiles, thus demonstrating its utility as a management tool. Cultural differences in operations management were noted.”
© All rights reserved Hendrick and Grabowski and/or Human Factors Society
Hendrick, Hal W. and Grabowski, Martha (1992): A Process for Developing Functional Generic Models for Determining Personnel Requirements. In: Proceedings of the Human Factors Society 36th Annual Meeting 1992. pp. 838-842.
“A process for developing a practical, yet valid and easy to use model for determining personnel requirements is described. A step by step process, developed and validated by the authors is explained. Critical macroergonomic variables that must be made explicit and considered in the process are noted. Practical "lessons learned" by the authors in applying the model are given. The use of the model as a management tool in considering operational alternatives is illustrated.”
© All rights reserved Hendrick and Grabowski and/or Human Factors Society
Chambers, Randall M., Hendrick, Hal W., Koonce, Jefferson M., Modrick, John A., Schopper, Aaron W. and Senders, John W. (1990): Critical Issues and Developments in Graduate Training and Continuing Education in Human Factors. In: D., Woods, and E., Roth, (eds.) Proceedings of the Human Factors Society 34th Annual Meeting 1990, Santa Monica, USA. pp. 520-521.
“Considering the variety and sources of graduate training and continuing educational programs which lead to the science and professional practice of human factors, this panel identifies and discusses important issues and developments in the training and education of human factors specialists. Then it recommends appropriate and professional solutions and approaches to these issues from the perspectives of universities and other institutions which are engaged in human factors training and education, research and application, and the professional practice and utilization of human factors. In the training and education of human factors specialists, there are important professional and scientific issues which may be examined as the human factors discipline progresses toward accreditation and certification, and new developments and accelerated growth continue to increase professional competence and social responsibility.”
© All rights reserved Chambers et al. and/or Human Factors Society
Hendrick, Hal W. and Grabowski, Martha (1990): Macroergonomic Considerations in Determining Minimum Safe Crew Size on Maritime Vessels. In: D., Woods, and E., Roth, (eds.) Proceedings of the Human Factors Society 34th Annual Meeting 1990, Santa Monica, USA. pp. 904-906.
Hendrick, Hal W. (1988): A Macroergonomic Approach to Designing a University College. In: Proceedings of the Human Factors Society 32nd Annual Meeting 1988. pp. 780-784.
“The sociotechnical system components of the University of Denver's newly formed college of Systems Science were assessed using a macroergonomic approach to determine their implications for the College's organizational design. The resulting analysis led to the structuring of the College's organizational complexity including integrating mechanisms, degree of centralization, and formalization. These, in turn, have guided much of the design of specific jobs and human-machine interfaces. The macroergonomic assessment and resulting organizational design are described.”
© All rights reserved Hendrick and/or Human Factors Society
Smith, Leighton L., Banks, William W., Chapanis, Alphonse, Drury, Colin G., Hendrick, Hal W., Laveson, Jack I., Meister, David and Cott, Harold P. Van (1987): The Case of the Missing Human Factors Data. In: Proceedings of the Human Factors Society 31st Annual Meeting 1987. pp. 1042-1043.
“Human factors practitioners are continuously running into inadequate or missing data. This situation prevents or impedes the resolving of design dilemmas at hand. Why is this so? Is it because there are not enough researchers working in the empirical community? Are the empiricists not generating enough data? Perhaps the data that are being compiled are unusable. Is it because the data are redundant? Is it because the data are incompatible with other data sets? Are the current data sets too specific, i.e., ungeneralizable to broad applications? Or are the data that are available invalid, i.e. generated improperly? Are there any avenues that human factors specialists can pursue which would resolve this problem? Are there any policies or practices which could be developed which, if followed, would ensure more effective and usable data in the future? Is there any interest among Human Factors Society members to advocate any of the suggested activities? If so, how should this interest be best utilized? The panel will be represented by members from the practitioning community, the research community, and the academic community. The panel will be comprised of members of the Human Factors Society who will bring with them over a century of accumulated experience and thousands of published pages on human factors topics.”
© All rights reserved Smith et al. and/or Human Factors Society
Hoffman, Mark S., Bachert, Robert F., Alluisi, Earl A., Dray, Susan M., Gallaway, Glen R., Gatchell, Susanne M. and Hendrick, Hal W. (1987): Achievement of Organizational Effectiveness: Success Cases and Challenges for the Future of Human Factors. In: Proceedings of the Human Factors Society 31st Annual Meeting 1987. pp. 1234-1235.
“The purpose of this panel session was to expose participants to the many different evolving roles of human factors engineering in today's industries. Discussants were senior human factors professionals representing computer, government, military, automotive, and commercial industries. Successes and challenges for the human factors profession were identified in each type of industry. Panel discussions focused around the functional roles of human factors within organizations and identifying critical skills necessary for the human factors practitioners to be successful. A synopsis of the views presented during the panel discussions is presented below.”
© All rights reserved Hoffman et al. and/or Human Factors Society
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