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ReferencesNavigation arrowAuthorsNavigation arrowTraci L. Galinsky

Publication statistics

Pub. period:1993-1996
Pub. count:4
Number of co-authors:9



Co-authors

Number of publications with 3 favourite co-authors:

Lawrence M. Schleifer:2
Christopher S. Pan:2
Stephen Jones:1

 

 

Productive colleagues

Traci L. Galinsky's 3 most productive colleagues in number of publications:

Steven L. Sauter:13
Peter W. Johnson:10
Stephen Jones:7
 
 
 
May 23

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Traci L. Galinsky

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Publications by Traci L. Galinsky (bibliography)

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1996
 
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Schleifer, Lawrence M., Galinsky, Traci L. and Pan, Christopher S. (1996): Mood Disturbances and Musculoskeletal Discomfort: Effects of Electronic Performance Monitoring Under Different Levels of VDT Data-Entry Performance. In International Journal of Human-Computer Interaction, 8 (4) pp. 369-384.

“The effects of electronic performance monitoring (EPM) work management on mood disturbances and musculoskeletal discomfort were evaluated under three levels of data-entry task performance. EPM work management (i.e., performance monitoring and feedback) was used to induce compliance with data-entry performance standards of greater than or equal to 200 keystrokes per minute and less than or equal to six errors per minute. Forty-seven female office workers who had difficulty maintaining the data-entry speed standard were assigned at random to EPM work management or no EPM work management. Participants in both work management conditions were divided into three keystroke performance groups (low, moderate, high). Self-ratings of mood disturbance and musculoskeletal discomfort were recorded at periodic intervals over three consecutive workdays. Regardless of the level of data-entry performance, the increase in perceived time pressure across the workdays was greater under EPM work management than under no EPM work management. Among workers who consistently failed to meet the performance standards (i.e., low and moderate performance), the increases in mood disturbances and musculoskeletal discomfort across the workdays were greater under EPM work management than under no EPM work management. These stress effects were more evident when keystroke rates were relatively close to the standard (moderate performance) than when they were far below the standard (low performance). The results suggest that EPM work management should be employed with performance standards that balance production requirements against the worker's skills and abilities.”

© All rights reserved Schleifer et al. and/or Lawrence Erlbaum Associates

1995
 
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Galinsky, Traci L., Schleifer, Lawrence M. and Pan, Christopher S. (1995): The Influence of Performance Standards and Feedback on Speed and Accuracy in an Electronically Monitored Data-Entry Task. In International Journal of Human-Computer Interaction, 7 (1) pp. 25-36.

“This study examined performance effects of using electronic performance monitoring (EPM) and feedback to induce compliance with speed and accuracy standards in a data entry task. The study focused on subjects who had difficulty meeting a preestablished data entry speed standard. Subjects performed a data-entry task for 3 days. On the 1st (baseline) day, no performance standards were imposed, and all subjects were instructed to work at their normal speed and accuracy levels. For the 2nd and 3rd days of the experiment, subjects were assigned at random to one of two groups. In an experimental group, EPM and feedback were used to induce compliance with preestablished speed and accuracy standards. In a control group, subjects were unaware of EPM and received no feedback; they were instructed to continue working at their normal speed and accuracy levels. The introduction of EPM work management in the experimental group led to significant increases in data-entry speed that were accompanied by significant increases in data-entry errors. In addition, data-entry errors produced by experimental subjects increased significantly over time during the workdays in which EPM work management was employed. These effects are discussed in terms of relevant research on goal setting and feedback utilization. The results suggest that when performance standards and feedback that emphasize speed more than accuracy are applied in EPM-managed work settings, speed increments may be offset by decrements in work quality.”

© All rights reserved Galinsky et al. and/or Lawrence Erlbaum Associates

 
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Becker, Ami B., Swanson, Naomi G., Sauter, Steven L., Galinsky, Traci L., Jones, Stephen and Schleifer, Lawrence (1995): Compatibility of Job Rotation Subtasks in Data Entry Work. In: Proceedings of the Human Factors and Ergonomics Society 39th Annual Meeting 1995. p. 965.

“A field study at the IRS Cincinnati Service Center (CSC) was undertaken in order to assess the feasibility and effectiveness of implementing a job rotation strategy to combat the negative consequences of continuous video display terminal (VDT) work. Baseline discomfort, fatigue, and mood state data were collected for each of two tasks separately: (1) the primary data entry task, and (2) document preparation, a clerical task in which operators prepare tax returns for scanning. The objective of the evaluation was to identify the stressors associated with each task, and thus determine whether a job rotation strategy involving document preparation could offset the psychological and physiological stress of prolonged VDT work. The results of the analyses indicated that while rotating to document preparation from terminal work may help to relieve visual discomfort, such a job rotation strategy may be ineffective in providing relief from other symptoms. The findings showed generally that document preparation and terminal work had similar, negative physical and psychological consequences for operators: Musculoskeletal discomfort, fatigue, and headache increased over the course of the workday, while positive affect decreased. These data corresponded with participants' responses to a follow-up survey; that is, they became increasingly uncomfortable as the day progressed and the breaks did not provide them with adequate time to recover from discomfort and fatigue. The results of a postural analysis provided confirmation that the tasks may be too similar for one to provide sufficient musculoskeletal relief from the other. Alternative job intervention strategies which may be useful in combating the stress and fatigue shared by the two tasks include a daily employee exercise program or the provision of more frequent, distributed restbreaks throughout the day. Testing of one such restbreak program is currently under way at the CSC.”

© All rights reserved Becker et al. and/or Human Factors Society

1993
 
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Grant, Katharyn A., Galinsky, Traci L. and Johnson, Peter W. (1993): Use of the Actigraph for Objective Quantification of Hand/Wrist Activity in Repetitive Work. In: Proceedings of the Human Factors and Ergonomics Society 37th Annual Meeting 1993. pp. 720-724.

“Valid and reliable measures of hand/wrist activity are needed to address the relationship between work tasks and the development of upper extremity musculoskeletal disorders. The utility of the actigraph for measuring wrist activity in manual work was examined in this study. Ten grocery cashiers and four non-cashier retail workers wore actigraph monitors on both wrists and the left ankle during their normal work activities. Work activities were periodically observed and recorded on videotape. Data recorded by the actigraphs were matched against observational data. The results indicated that actigraphy was effective in detecting significant work-related variations in physical activity in the three limbs studied. Compared to traditional observational procedures, actigraphy represents a cost-effective approach for obtaining objective and quantitative information about the intensity and duration of work over long time periods. Traditional observational procedures, however, are necessary to provide additional information needed for a complete job analysis (e.g., postural data). Continuous activity recordings can be used in conjunction with sampling protocols to examine the relationship between work-related physical activities and musculoskeletal trauma.”

© All rights reserved Grant et al. and/or Human Factors Society

 
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Changes to this page (author)

20 Feb 2010: Modified
27 Jun 2007: Added
26 Jun 2007: Added
28 Apr 2003: Added

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

Publication statistics

Pub. period:1993-1996
Pub. count:4
Number of co-authors:9



Co-authors

Number of publications with 3 favourite co-authors:

Lawrence M. Schleifer:2
Christopher S. Pan:2
Stephen Jones:1

 

 

Productive colleagues

Traci L. Galinsky's 3 most productive colleagues in number of publications:

Steven L. Sauter:13
Peter W. Johnson:10
Stephen Jones:7
 
 
 
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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