ارگونومیک تصمیم گیری: یک چارچوب مفهومی برای پزشکان مجرب از پس زمینه های مهندسی صنایع و درمان فیزیکی
|کد مقاله||سال انتشار||مقاله انگلیسی||ترجمه فارسی||تعداد کلمات|
|7237||2006||12 صفحه PDF||سفارش دهید||محاسبه نشده|
Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : Applied Ergonomics, Volume 37, Issue 5, September 2006, Pages 587–598
Ergonomists play an important role in preventing and controlling work-related injuries and illnesses, yet little is known about the decision-making processes that lead to their recommendations. This study (1) generated a data-grounded conceptual framework, based on schema theory, for ergonomic decision-making by experienced practitioners in the USA and (2) assessed the adequacy of that framework for describing the decision-making of ergonomics practitioners from backgrounds in industrial engineering (IE) and physical therapy (PT). A combination of qualitative and quantitative analyses, within and across 54 decision-making situations derived from in-depth interviews with 21 practitioners, indicated that a single framework adequately describes the decision-making of experienced practitioners from these backgrounds. Results indicate that demands of the practitioner environment and practitioner factors such as personality more strongly influence the decision-making of experienced ergonomics practitioners than does practitioner background in IE or PT.
The essence of producer services outsourcing is a kind of "principal-agent" relationship between the Outsourcing entrusted business and Outsourcing agents. Because of the Information asymmetry, Information distortion and the uncertainty of the market environment, there are kinds of risks when enterprises implement producer services outsourcing. Quinn & Hilmer (1994) figured out three main risks of outsourcing strategy: lost the key capability or develop the wrong capability; lost the interactive capability of re search and develop, produce and marketing; lost the capability of controlling outsourcing agents. Vandenber & Roge rs (2000) pointed out that vision, knowledge sharing, trust, value increase and implementation and monitoring of process are the key factors to make outsourcing success. Ojelanki K Ngwenyama & William E. Sullivan (2007) anal yzed how to avoid risks from the perspective of outsourcing contract designing. The uncertain outsourcing environment and the information asymmetry in the outsourcing relationship makes enterprises take actions according to enterprises’ profit, in order to prevent outsourcing agents’ opportunistic behavior. Service outsourcing contract sets the rights and obligations between outsourcing entrusted business and outsourcing agents, which are the bonds of them and provides the base for successfully implanting the outsourcing (Davis, 2004).