A Knowledge Management Approach for Ergonomics Implementation within Organizations
TL;DR: In this article, the authors demonstrate the usefulness of knowledge management in the ergonomics approach by highlighting key focus areas to support efficient implementation within organizations, and underlined the trends and challenges of the knowledge management implications in ergonomic approaches.
About: This article is published in Procedia - Social and Behavioral Sciences.The article was published on 2018-01-01 and is currently open access. It has received 13 citations till now. The article focuses on the topics: Knowledge transfer.
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TL;DR: The results of the study revealed the academic staff psychology effect on KMS-Cs with a substantial relationship between the HBFs and cycles of KM during academic and administrative work.
Abstract: PurposeThis study attempts to find out the impact of the human behavioral factors (HBFs) including emotion, factors of deals with processes within and between groups as well as with the impact of these processes on individuals’ attitudes and moods, personality, beliefs and values, perception and motivation on the knowledge management system–cycles (KMS-Cs) which comprises sharing; it considers findings from social psychology and discusses their applicability in knowledge management (KM) research and practice; social psychological concepts that strongly influence knowledge processes in organizations are first introduced. It is creating, storing and transferring of academic staff while analyzing the certificates on the acquired behaviors and knowledge which were involved in each of the communications, decision-making, creating new ideas, providing new knowledge, idea diversity, progressing, enhancing and improving the organization, using up-to-date technology and proactivity between the independent and dependent variables. In order to test the study hypotheses, data of 219 respondents working at the University of Sulaimani were collected. The results of the study revealed the academic staff psychology effect on KMS-Cs with a substantial relationship between the HBFs and cycles of KM during academic and administrative work. Also, it surged their academic staff efficiency through a conceptual model called KM behavior (KMB); knowledge management systems (KMSs) are applications of the organization's communication and information systems (CISs) designed to support the various KM processes. They are generally not technologically distinct from the CISs but rely on databases, such as those designed to put organizational participants in contact with recognized experts in a variety of topic areas (Yakan, 2008; Al Hayani, 2020). Information technology (IT) used in KM is known as KMS. In general, KMSs are computer systems that enable organizations to manage knowledge that is efficient and cost-effective. KMS is a class of information systems applied to the management of organizational knowledge. KMS is a system that increases organizational performance by enabling employees to make better decisions when applying their knowledge as part of their daily business activities.Design/methodology/approachResearch hypotheses Ho: HBFs and KMS-Cs are not correlated. H1: HBFs have no impact on KMS-Cs. H2: certificates have no effect on HBFs and KMS-Cs. Data collection and sample demographics: in this study, the relevant information for assessing the HBFs and their impact on the KMS-Cs was gathered through a questionnaire survey. The HBF was measured using the following items: emotions, attitudes and moods, personality, beliefs and values, perception and motivation. The knowledge management cycle (KMC) was measured using the following items: knowledge sharing, knowledge creation, knowledge storing and knowledge transfer. The total number of employees at the University of Sulaimani, Sulaimaniya, at the time of data collection (May, 2019) was 117. Since the information available on the number of academic staff at the University of Sulaimani is according to the departments, this study employed a proportionate stratified random sampling method to select the number of academic staff from colleges and departments at the University of Sulaimani. The total number of academic staff at the University of Sulaimaniis is 1,740. Therefore, the appropriate sample size for this study is at least 5% of the population (i.e. 90 respondents) (Langham, 1999). The questionnaire was administered personally through Google Form where questionnaires were collected from the respondents. Examination of the response rate shows that the response rate for this study is excellent. The research instrument consists of two main sections. The first section incorporates a nominal scale to identify respondents' demographic information. The second section uses the five-point Likert-type scale from fully disagree (1) to fully agree (5). All of the measurement items went through backward translation (translated from English into Korean and back into English) to ensure consistency and to resolve discrepancies between the two versions of the instrument (Mullen, 1995; Aldiabat et al., 2018). The participants were almost equal in terms of gender, 59 were males and 58 were females. The certificate for each one of the PhD, MSc and BSc was 39 participants. The number of participants whose age was between 23 and 32 years was 26, between 33 and 42 years was 50, between 43 and 52 years was 29, between 53 and 62 years was 10 and above 62 years was 2. Validity and reliability: in addition to the steps mentioned earlier to assess the validity and reliability of the study tools, a further test was executed. The reliability to measure many inner variables in regularity, Cronbach’s alpha is generally utilized in order to evaluate it and the value should exceed 0.70 for each variable (Alharbi, and Drew, 2014) (Table 1). Cronbach's alpha regards to the test of reliability of a skill for each of the HBF and KMC.FindingsThe study is considered the organizations relationship between HBFs and KMS-Cs and the influence of the factors on the cycles. So, the new ideas emerge to create knowledge about product development among employees. The group experience works as an essential element (Grimsdottir and Edvardsson, 2018). Knowledge resides in human minds and, as a result, employee behavior and explanatory skills are the key drivers of KM (Prieto and Revilla, 2005). First, knowledge creation, sharing and storing is increased when the organization has motivated the employees. Second, knowledge is shared rapidly when the employees have owned a strong personality, new idea, impression and perception. Third, both the beliefs and values lead to creating new knowledge when the employees obtained it inside the organization. Then, the emotion factors illustrated the weak relation with knowledge sharing, knowledge creation, knowledge storing and knowledge transfer.Originality/valueKnowledge is considered as a great factor in achieving organizational goals (Hammami and Alkhaldi, 2017). Therefore, this study has explained that knowledge is an essential element for employees and organizations. Furthermore, it progresses the skills and capabilities during the job. Nevertheless, this knowledge is impacted through human behaviors because the behavior evolves crucial factors that help the academic staff to create, share, store and transfer the knowledge through motivation, perception, personality, attitudes, moods, beliefs and values. Knowledge sharing is a culture of social interaction involving the exchange of knowledge, experiences and skills of employees across the organization (Zugang et al., 2018). Organizations need to pay particular attention to the method of communication used where knowledge becomes useless if employees are not encouraged to study and use it in their daily activities (Boatca et al., 2018). Knowledge sharing can be achieved by taking into account technical standards (KMS), social standards (environment) and personality (motivation) (Özlen, 2017).
22 citations
TL;DR: Findings infer that each task of underground coal mining inflicts different levels of disorder in a workers’ musculoskeletal structure of the upper and lower limbs and highlighted the need for urgent intervention in postural aspects of each task.
Abstract: Background: In subcontinental underground mines, coal mining is carried out manually and requires many laborers to practice traditional means of coal excavation. Each task of this occupation disturbs workers' musculoskeletal order. In order to propose and practice possible ergonomic interventions, it is necessary to know what tasks (drilling and blasting, coal cutting, dumping, transporting, timbering and supporting, loading and unloading) cause disorder in either upper limbs, lower limbs, or both. Methods: To this end, R-programming, version R 3.1.2 and SPSS, software 20, were used to calculate data obtained by studying 260 workers (working at different tasks of coal mining) from 20 mines of four districts of Punjab, Pakistan. In addition, a Standard Nordic Musculoskeletal Questionnaire (SNMQ) and Rapid Upper Limb Assessment (RULA) sheet were used to collect data and to analyze postures respectively. Results: In multi regression models, significance of the five tasks for upper and lower limb disorder is 0.00, which means that task based prevalence of upper and lower limb disorders are common in underground coal mines. The results of the multiple bar chart showed that 96 coal cutters got upper limb disorders and 82 got lower limb disorders. The task of timbering and supporting was shown to be dangerous for the lower limbs and relatively less dangerous for the upper limbs, with 25 workers reporting pain in their lower limbs, and 19 workers reporting pain in their upper limbs. Documented on the RULA sheet, all tasks got the maximum possible score (7), meaning that each of these tasks pose a threat to the posture of 100% of workers. The majority of participants (182) fell in the age group of 26 to 35 years. Of those workers, 131 reported pain in the lower limbs and slight discomfort (128) in the upper limbs. The significance value of age was 0.00 for upper limb disorder and was 0.012 for lower limb disorder. Frequency graphs show age in direct proportion to severity of pain while in inverse proportion with number of repetitions performed per min. Conclusions: All findings infer that each task of underground coal mining inflicts different levels of disorder in a workers' musculoskeletal structure of the upper and lower limbs. It highlighted the need for urgent intervention in postural aspects of each task.
6 citations
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TL;DR: Ergonomi; insanin fizyolojik, psikoloyik, sosyoloik, anatomik ve antropometrik acidan inceleyen, is ve calisma kosularini insana uyumlu hâle getiren disiplinler arasi bir bilim dalidir.
Abstract: Ergonomi; insanin fizyolojik, psikolojik, sosyolojik, anatomik ve antropometrik acidan inceleyen, is ve calisma kosularini insana uyumlu hâle getiren disiplinler arasi bir bilim dalidir. Gonumuzden uretime bagli sektorel iliskiler ve rekabetler insanin is performansini, is yukunu etkileyen faktorler kapsaminda tehlikeli durum ve davranislar ile ortaya cikan tehlikeler, riskler, kazalar, yaralanmalar ve meslek hastaliklarinin ergonomik hatalarin ve yaralanmalarin maliyeti oldukca onemlidir. Bu calismada is performansini azaltan ergonomik faktorler incelenerek, is, calisma ortami ve bunlarin etkileri sonucunda ortaya cikan ergonomik hatalar irdelenmistir.
2 citations
References
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IBM1
TL;DR: It is argued that it is essential for those designing knowledge management systems to consider the human and social factors at play in the production and use of knowledge.
Abstract: Knowledge management is often seen as a problem of capturing, organizing, and retrieving information, evoking notions of data mining, text clustering, databases, and documents. We believe that this view is too simple. Knowledge is inextricably bound up with human cognition, and the management of knowledge occurs within an intricately structured social context. We argue that it is essential for those designing knowledge management systems to consider the human and social factors at play in the production and use of knowledge. We review work—ranging from basic research to applied techniques—that emphasizes cognitive and social factors in knowledge management. We then describe two approaches to designing socially informed knowledge management systems, social computing and knowledge socialization.
346 citations
"A Knowledge Management Approach for..." refers background in this paper
...Studies (Thomas et al., 2001) have shown that knowledge and intelligence are subjective, as their measurement and interpretation are dependent on the social and cultural context....
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...Organizations need to identify and ensure transmission of “the right information to the right people at the right time” (Thomas et al., 2001)....
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...Workers should be regarded form a constructionist perspective: knowledge must be put in an appropriate form, easy to receive and understand by the listener, as the worker needs to process the information and learn it in order to be able to use it further on (Thomas et al., 2001)....
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...Numerous researchers showed that understanding knowledge transfer as taking information and putting it into peoples’ heads is a limited interpretation of the KM definition (Thomas et al., 2001)....
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...Firstly, KM is based on human cognition and the social context of knowledge transfer (Thomas et al., 2001)....
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TL;DR: In this article, the authors conducted an extensive survey of 68 knowledge management-adopting Korean firms in diverse industries and collected 215 questionnaires to examine structural relationships among the capabilities, processes, and performance of knowledge management.
Abstract: The purpose of this study is to examine structural relationships among the capabilities, processes, and performance of knowledge management, and suggest strategic directions for the successful implementation of knowledge management. To serve this purpose, the authors conducted an extensive survey of 68 knowledge management-adopting Korean firms in diverse industries and collected 215 questionnaires. Analyzing hypothesized structural relationships with the data collected, they found that there exists statistically significant relationships among knowledge management capabilities, processes, and performance. The empirical results of this study also support the wellknown strategic hypothesis of the balanced scorecard (BSC). © 2007 Wiley Periodicals, Inc.
179 citations
"A Knowledge Management Approach for..." refers background in this paper
...At the same time, organizational performance is directly linked to innovation based on already acquired knowledge creatively used for problem solving (Lee & Lee, 2007)....
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Book•
31 Aug 2010TL;DR: Ordóñez de Pablos is a Professor in the Department of Business Administration and Accountability in the Faculty of Economics of the University of Oviedo, Spain this paper.
Abstract: Patricia Ordóñez de Pablos is a Professor in the Department of Business Administration and Accountability in the Faculty of Economics of the University of Oviedo, Spain. Her teaching and research interests focus on the areas of strategic management, knowledge management, intellectual capital measuring and reporting, organisational learning and human resources management. She serves as Executive Editor of the International Journal of Learning and Intellectual and the International Journal of Strategic Change Management. She also serves as Associate Editor of Behaviour and Information Technology. Patricia Ordóñez de Pablos (Universidad de Oviedo, Spain), Miltiadis Lytras (CTI, Greece), Waldemar Karwowski (University of Central Florida, USA) and Rongbin W.B. Lee (Hong Kong Polytechnic University, Hong Kong)
37 citations
TL;DR: The authors found that panel designers generally have little knowledge about the influence of panel designs on workers' ergonomic risks and were neutral or slightly resistant to incorporating ergonomics into designs, due to perceptions of lack of responsibility and influence over workers' long-term health.
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01 Jun 2012
TL;DR: In this paper, the authors studied the people dimension of the knowledge management (KM) initiative in a typical Information Technology (IT) industry and the interdependencies between factors are considered while developing a System Dynamics (SD) model and the influence of the variables belonging to the human dimension of KM are varied dynamically, to study their influence, on knowledge management system (KMS) performance, in conjunction with the other success factors.
Abstract: Post globalization, in the IT sector, there has been a shift towards efficient managing of knowledge assets, owing to its importance in ensuring sustainability. This paper studies the „people‟ dimension of the Knowledge Management (KM) initiative in a typical Information Technology (IT) industry. Organizational culture and Top management commitment & support are Critical Success Factors (CSFs) considered in this research. The interdependencies between factors are considered while developing a System Dynamics (SD) model and the influence of the variables belonging to the human dimension of KM are varied dynamically, to study their influence, on Knowledge Management System (KMS) performance, in conjunction with the other success factors. The simulation results exhibit the advantage gained by KMS, by reducing the delay in cultural transformation, and lowering the rate of erosion of congenial culture. The results also underscore the importance of consistent and continued support of the top management, for the success of KMS.
15 citations
"A Knowledge Management Approach for..." refers background in this paper
...According to (Mathew et al., 2012), a successful KM initiative is based on consideration and interactions between all these elements and steps (see Figure 1)....
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