Evaluation of Management Practices as a Result of an Implementation of a Participatory Ergonomics Program in a Poultry Processing Plant

Abstract

This project was initiated when a poultry processing plant contacted a university-based research alliance requesting a participatory ergonomics (PE) program be implemented in their plant to address the incidence of work-related musculoskeletal disorders (WRMSDs). This program implementation provided a research opportunity to observe changes in management practices as a result of the implementation. Management practices observed were related to communication, networking, and leadership factors surrounding the PE program. Results suggest that upper management made a financial commitment to the PE program but did not engage at all levels and did not promote accountability from project stakeholders. As a result, the program did not engage sufficient participation and support at all stakeholder levels. Project activities were primarily driven by an Ergo-Team (ET) middle management member who coordinated most ET activities and made many unilateral ET-related decisions. Due to poor decision-making and lack of quality interactions and participation between levels of management, much of the knowledge and skills obtained through training and program participation remained within middle management. Opportunities for quality social exchanges and knowledge transfer were not availed upon. As a result, the PE program exists at a superficial level within the organization and the program did not create changes in management practices. The capacity within the organization to sustain a PE program over time may be at risk.