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ReferencesNavigation arrowAuthorsNavigation arrowRobert F. Randolph
May 23

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Robert F. Randolph

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Publications by Robert F. Randolph (bibliography)

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1993
 
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Keran, Christopher M., Randolph, Robert F. and Smith, Thomas J. (1993): Automation of Mobile Equipment in Mining: A Human Factors Perspective. In: Proceedings of the Fifth International Conference on Human-Computer Interaction 1993. pp. 307-312.

“Over the past two decades, there has been growing interest in automating equipment in both underground and surface mining operations. This report reviews current applications of mining automation, and discusses some key human factors implications based on Bureau of Mines research. It concludes that although the trend towards automation of mining operations may have developed a strong if not irreversible impetus, serious questions remain pertaining to safety, health, and operational implications.”

© All rights reserved Keran et al. and/or Elsevier Science

1991
 
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Love, Arnold C. and Randolph, Robert F. (1991): Visibility and Task Demands for Remote Control Continuous Mining Machine Operation. In: Proceedings of the Human Factors Society 35th Annual Meeting 1991. pp. 872-874.

“N/R”

© All rights reserved Love and Randolph and/or Human Factors Society

1988
 
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Randolph, Robert F. (1988): The Evolving Role of Task-Group Leaders: A Field Study. In: Proceedings of the Human Factors Society 32nd Annual Meeting 1988. pp. 760-764.

“Leaders of task-oriented production groups play an important role in their group's functioning and performance. That role also evolves as groups mature and learn to work together more smoothly. The present study uses a functional analysis of the evolving role of supervisors of underground coal mining crews to evaluate the impact of supervisors' characteristics and behaviors on their crews' efficiency and safety, and makes recommendations for improving supervisory selection and training. Data were gathered from a sample of 138 supervisors at 13 underground coal mines. Detailed structured observations of the supervisors indicated that most of their time was spent attending to hardware and paperwork, while comparatively little time was spent on person to person "leadership." The findings point out that while group needs changed over time, the supervisors' behaviors typically did not keep pace and probably restricted group performance.”

© All rights reserved Randolph and/or Human Factors Society

 
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May 23

“ Knowledge is commonly socially constructed, through collaborative efforts towards shared objectives or by dialogues and challenges brought about by different persons' perspectives. ”

-- G. Salomon (in "Distributed Cognitions: Psychological and Educational Considerations")

 
 

Featured chapter

Read the fascinating history of Wearable Computing, told by its father, Steve Mann

Read Steve's chapter !

 
 

Help us help you!

 
 
 
 
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