7. Discussion
Through a series of steps, we developed the Ergonomics Climate
Assessment, then piloted, refined, and obtained preliminary validation
evidence for this new assessment tool. In all three samples
(Pilot, Sample 1 and Sample 2), factor analyses supported the fourfactor
model (i.e., management commitment, employee involvement,
job hazard analysis, and training and knowledge) for both the
performance (PE) and well-being (WE) facets of ergonomics
climate. However, it is worth noting that a single-factor model for
each facet also demonstrated acceptable fit to the data. Therefore,
for simplicity, the four sub-factors were combined into overall PE
and WE facet scores to use in further analysis. Our results indicate
that organizations should place equal emphasis on both PE and WE
in order to reap the greatest benefits of ergonomic interventions.
The synergy between PE and WE facets in this organization was
associated with employee work-related pain. The relationship between
an organization's value for well-being and employee workrelated
pain has been supported in previous research (Christian
et al., 2009). However, no study to date has allowed for a comparison
of how the values for performance and well-being may work
together to predict work-related outcomes. Ergonomics is a systems
discipline that focuses on multiple inter-related activities or
entities (e.g., hardware and people). Good ergonomic practice involves
understanding that the “whole is usually greater (more
useful, powerful, functional, etc.) than the sum of the parts”
(Wilson, 2014, pg. 6). This understanding is consistent with our
findings that PE and WE facets of ergonomics climate were
conceptually distinct, but interrelated so much so that incongruence
between the two resulted in poor outcomes. Interestingly, the
direction of the discrepancy did not affect work-related pain.
7. DiscussionThrough a series of steps, we developed the Ergonomics ClimateAssessment, then piloted, refined, and obtained preliminary validationevidence for this new assessment tool. In all three samples(Pilot, Sample 1 and Sample 2), factor analyses supported the fourfactormodel (i.e., management commitment, employee involvement,job hazard analysis, and training and knowledge) for both theperformance (PE) and well-being (WE) facets of ergonomicsclimate. However, it is worth noting that a single-factor model foreach facet also demonstrated acceptable fit to the data. Therefore,for simplicity, the four sub-factors were combined into overall PEand WE facet scores to use in further analysis. Our results indicatethat organizations should place equal emphasis on both PE and WEin order to reap the greatest benefits of ergonomic interventions.The synergy between PE and WE facets in this organization wasassociated with employee work-related pain. The relationship betweenan organization's value for well-being and employee workrelatedpain has been supported in previous research (Christianet al., 2009). However, no study to date has allowed for a comparisonof how the values for performance and well-being may worktogether to predict work-related outcomes. Ergonomics is a systemsdiscipline that focuses on multiple inter-related activities orentities (e.g., hardware and people). Good ergonomic practice involvesunderstanding that the “whole is usually greater (more
useful, powerful, functional, etc.) than the sum of the parts”
(Wilson, 2014, pg. 6). This understanding is consistent with our
findings that PE and WE facets of ergonomics climate were
conceptually distinct, but interrelated so much so that incongruence
between the two resulted in poor outcomes. Interestingly, the
direction of the discrepancy did not affect work-related pain.
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