Job characteristics

At the next organizational level are factors directly causing error 1) job characteristics such o Complexity, time stress, noise, lighting, environment, or mental requirements, and 2) individual factors such as personality, and team performance. These, collectively, are called performance-influencing factors, or PIFs. 

Rousseau, D. M. (1977), Technological Differences in Job Characteristics, Employee Satisfaction, and Motivation A Synthesis of Job Design Research and Socio-technical Systems Theory, Organizational Behavior and Human Performance, Vol. 19, pp. 18-42. 

Asakura, T, and Fujigaki, Y. (1993), The Impact of Computer Technology on Job Characteristics and Workers Health, in Human-Computer Interaction Application and Case Studies, M. J. Smith and G. Salvendy, Eds., Elsevier, Amsterdam, pp. 982-987. 

On the other hand, the filtering process of bounded rationality can lead to workers overweighting low probability events. This paradoxical result follows from the fact that the few such events not discarded will stand out in a reduced field of vision. Suppose, for example, that workers pay attention to the slim but catastrophic possibility of contracting lung cancer from airborne benzene. If as a result of bounded rationality this is one of only a half dozen or so job characteristics they register, they are likely to attach even more importance to this one risk than it deserves. ... 

Leigh, J. P. (1986). Individual and job characteristics as predictors of industrial accidents. Accident... 

The most common used notation for theoretical scheduling is the so-called three-field notation introduced by Graham et al. (1979). The notation foresees three fields called a p y. The first field defines the scheduling environment a equal to F stands for flow shop, / for job shop, P for parallel machines, and O for open shop. A number can be inserted to indicate the number of machines. The second field specifies job characteristics indicating, for example, the preemption, ready times, and additional resources. The third field specifies the performance index (objective). Some examples can be the following l Sjk C,nax denotes a single-machine problem with sequence-dependent setup times and minimization of maximum completion time makespan)-, JmWCmax denotes a job-shop problem with m machines an[Pg.1094]

A second implication is that good or poor safety cnltnre is not a fixed properly of a given organisation. Rather, safety cnltnre can be seen as an ongoing achievement - it is maintained in a particnlar state by the interplay between the variables identified earlier. Behind the resnlt of a safety cnltnre assessment lie the organisation s beliefs, experiences, relationships, stractures and practices. In the next section of this chapter, we will discnss research on how one manifestation of organisational life - job characteristics - may inform safety cnltnre. 

The most obvious interpretation of the two job characteristics factors and their effects is that they are consistent with the job demands and resources approach suggested by Hansez and Chmiel (2010). Hence, the influence of both JCQ and ERI measures on safety can be reinterpreted in terms of a demand-resources framework (Phipps and Ashcroft 2011). The current findings suggest that both main effects and interactions could occur in the prediction of safety outcomes from these factors. 

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