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ReferencesNavigation arrowAuthorsNavigation arrowRobert L. Getty

Publication statistics

Pub. period:1989-1994
Pub. count:4
Number of co-authors:0

 
 
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Robert L. Getty

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Publications by Robert L. Getty (bibliography)

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1994
 
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Getty, Robert L. (1994): Physical Demands of Work Are the Common Reference for an Integrated Ergonomics Program. In: Proceedings of the Human Factors and Ergonomics Society 38th Annual Meeting 1994. pp. 683-687.

“The integration of all of an organization's processes must occur for the achievement of a successful ergonomics program. OSHA guidelines for ergonomics suggest the essential elements are management commitment, employee involvement, medical management, worksite analysis and training. This paper will briefly show how the physical demands analyses (PDAs) at Lockheed Fort Worth Company (LFWC) were developed and utilized by various entities within the company. The focus on physical demands becomes the cornerstone for more than the post injury focus of OSHA ergonomic guidelines. Emphasis on physical demands leads to the prevention of future injuries, improvements in productivity and quality, as well as the design of new processes within the company.”

© All rights reserved Getty and/or Human Factors Society

1993
 
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Getty, Robert L. (1993): The Integration of Ergonomics in a Safety Improvement Program: Design and Implementation of an Ergonomics Initiative. In: Proceedings of the Human Factors and Ergonomics Society 37th Annual Meeting 1993. pp. 891-895.

“When safety performance is characterized by high levels of strains, sprains and cumulative trauma injuries the need for ergonomics is clearly indicated. In addition, when workmanship defects and worker compensation costs are at an unacceptable rate the need for accelerated action is evident. When there is limited ergonomics orientation in a particular company, ergonomics cannot be prescribed as a cure-all. The program must enhance overall company safety, quality and productivity objectives. This paper describes an ergonomics-oriented safety improvement program based on these conditions, a benchmarking effort and the review of Human Factors Society proceedings and other ergonomics literature. The highlights of the program are participatory ergonomics, in-house ergonomic expertise development and integration with other company goals, medical management and other safety programs. Since the company size is much larger than most company programs and the need for accelerated improvement is required, a quick-fix initiation is recommended. This is accompanied by a development of long range medical management and prevention procedures. The initial phases of the program are underway and have been met with enthusiasm and an attitude that this involvement approach makes good sense. It is anticipated that the description of the development and initiation of this ergonomic program will provide beneficial interchange of professional experiences.”

© All rights reserved Getty and/or Human Factors Society

1992
 
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Getty, Robert L. (1992): Continuous Improvement Efforts Often Dictate Organizational Change: What Are the Mechanisms for Change?. In: Proceedings of the Human Factors Society 36th Annual Meeting 1992. pp. 843-847.

“Organizational changes that occur to gain the objectives of continuous improvement are highly visible endeavors. However, there is little guidance regarding the specific change mechanisms to follow. There appears to be conflicting concepts of how to bring about change and how to utilize the existing organizational structure in the change processes. In an attempt to find a synthesis of the various concepts, each is explored with its recommended solution. The premise of this synthesis is that the organization in its present form must be thoroughly understood and the skills that have evolved are the primary mechanisms for any changes.”

© All rights reserved Getty and/or Human Factors Society

1989
 
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Getty, Robert L. (1989): The Macroergonomical Challenge of Industrial Teaming Arrangements' Organizational Structure. In: Proceedings of the Human Factors Society 33rd Annual Meeting 1989. pp. 836-840.

“Industrial teaming arrangements that are formed by industry to take advantage of pooled resources have problems of coordination and communication in their operations. The central contention of this study is that the organizational structure is the precipitating cause of the resulting inefficiencies. Organizations that have their own self-referential rules are unable to mesh without causing conflict. The location of the majority of structural difficulties are in the interstitial, boundary spanning roles between teamed companies. A mailed questionnaire was developed and distributed to key individuals, generally occupying boundary spanning positions, who participate in teaming arrangements. The data from this industrial survey was analyzed by principal component, multiple regression and path analytic procedures. Studies in individual teaming arrangements are suggested to identify and solve structural issues that detract from their operations.”

© All rights reserved Getty and/or Human Factors Society

 
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26 Jun 2007: Modified
26 Jun 2007: Modified
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26 Jun 2007: Added

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URL: http://www.interaction-design.org/references/authors/robert_l__getty.html

Publication statistics

Pub. period:1989-1994
Pub. count:4
Number of co-authors:0

 
 
Jun 19

“ ... there are no simple 'right' answers for most web design questions (at least not for the important ones). What works is good, integrated design that fills a need--carefully thought out, well executed, and tested. ”

-- Steve Krug, Don't Make Me Think, p. 136

 
 

Featured chapter

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

Read Steve's chapter !

 
 

Latest books

The Social Design of Technical Systems: Building technologies for communities
by Brian Whitworth and Adnan Ahmad

 
Start reading

The Encyclopedia of Human-Computer Interaction, 2nd Ed.
by Mads Soegaard and Rikke Friis Dam

 
Start reading
 
 

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