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Article Human ice redm job dmeignHuman centred job design is a cover term for empirical research, theories and tools that have been
developed over the past 30 years. It combines diferent aims:
- A obrantve npprobnicv: human-centred work design sees human wellbeing at work as an
indispensable value and treats it as the moral responsibility of employers to look afer the
wellbeing of their employees. It provides guidelines for standards of what kind of work
should be acceptable.
- A veobreticnl npprobnicv: The concepts and the reasoning behind human- centred work
design are based on theories about goal-directed behaviour, namely Acton Regulaton
Theory (Hacker, 1986, 2003; Frese & Zapf, 1994). The rather simplistc ideas of human
behaviour from the 1960s, namely behaviourism, were found not to be very useful in
explaining what people do at work where they collectvely engage in an actvity aimed at a
sometmes far away goal.
- A prnicticnl npprobnicv to assessing the impact of existng and intended conditon of carrying
out work. Based on the ideas of human centred work design and acton regulaton theory,
numerous methods and tools have been developed that enable experts to diagnose the
developmental potental of a given job as well as its potentally detrimental efects on health
and psychological wellbeing.
Work is more than stmulus–response: It is a conscious, goal directed efort, ofen aimed at complex
goals whose realizaton might lie years in the future.
Acton Regulaton Theory aims to overcome behaviourism and conceptualise human acton as driven
by intenton. Unlike Taylor’s Scientic Management, the ideal was seen as a connecton between
thinking and doing.
Hacker (1986) proposed nictob as the core concept of his theory. It is the smallest psychological unit
of voluntary actvites and an identiable element in the overall actvity. Actons are driven by a
conscious nobnl. This goal, sometmes also referred to as the ob jeic of an actvity, represents the
actor’s intenton and the mental antcipaton of the outcome.
Acton Regulaton Theory builds on two sources:
1) Early computatonal models from cognitve psychology (Miller, Galanter & Pribram, 1960)
conceptualised acton as a mental comparison of what one perceives against a set criterion,
which triggers an operaton untl the criterion is fulilled.
2) Actvity Theory, namely by Vygotsky and eeontjew, provided a broader idea of how
individual actons are embedded in a societal context and how people learn through the
interacton with others and the material world.
Hacker (1986) combined both sources and proposed a model of the piyicvoblobngicnl probiceii obf nictob
renumlntob : People set themselves a goal, they perceive and analyse the current situaton to then
decide what needs to be done to achieve the goals, they execute their plans and seek feedback on
whether or not their actons have been successful in ataining the goal (see igure 1).
, Figure 1: Psychological process of acton regulaton according to Hacker (1986)
At the ie iobrgaob obr level, acton regulaton is unconscious and mainly directed at movement
paterns. Feedback is mainly available through kinaesthetc and proprioceptve signals from our own
bodies
At the flexg le nictob pnter level, people enact well-known actons they have done many tme.
They may have access to the schemata they enact if prompted to explain them and can adjust them
to the situaton if needed. At the g elleic umnl level, complex mental representaton is necessary, and
incoming informaton has to be analysed and new informaton about what to do has to be
synthesized. You will typically be operatng at this level when you are studying and working on
assignments. At the veumrgitic level, you are trying to solve a problem but don’t yet know what to do.
Existng knowledge is not sufcient and you cannot draw on schemata for developing suitable goals
and acton paterns. People draw on metacogniton and search for logical inconsistencies.
Tasks are considered icobaple e if they allow the jobholder to complete the circle of acton regulaton.
A task is hierarchically complete if it involves mental regulaton, that is knowledge-based and
intellectual control, and is not limited to automated processes. A task is sequentally complete if it
involves not only executon but also preparaton in terms of goal setng and deciding on measures to
be taken. Incomplete tasks are more likely to lead to monotony, fatgue, afectve aversion, stress.
The ideal of the complete task has been incorporated in the ISO 9241-2 norm for “Ergonomic
requirements for ofce work with visual display terminals”.
Work shapes the opportunites for acton regulaton and through socialisaton and habit can have an
impact on people’s personality.
An analysis of individual jobs should always be embedded in a diagnosis of the entre sociotechnical
system of an organisaton, startng at the organisatonal level and working its way down to the level
of the work system.
The aim of these methods is to provide an ob jeictve niieiiae obf ve renumlntve pob e tnl n dm
dmgi umr n icei of a work place irrespectve of the capabilites of the current jobholder.
The abbreviaton VERA stands for “Verfahren zur Ermitelung von Regulatonserfordernissen in der
Arbeitstatgkeit”, in other words: procedure for assessing the regulatory requirements of a job.
1. Hindrances: missing or inaccurate informaton, restricted movement, wrong tools, unreliable
systems
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