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At least 73 records · Page 4
All sourcesNASA NTRSDOE OSTI
NASA NTRS1996

The new organization: Rethinking work in the age of virtuality

Like two enormous steam engines, throttles wide-open, bells clanging and whistles screeching, careening toward each other down the same track, two powerful forces are about to collide and the point of collision will be smack in the middle of the white-collar workplace. Moreover, once the dust has settled, it is quite likely that we will never be able to think about the white-collar workplace in quite the same way again. The forces couldn't be more different. One force, the theory of complex adaptive systems, has its roots in the radical new sciences of chaos and complexity. The other force, the notion of organizations being learning systems, more like living organisms than 'information factories,' is an outgrowth of the new management thinking of leading organizational theorists like the Claremont Graduate School's Peter Drucker, MIT's Peter Senge, and Hitotsubashi University's Ikujiro Nonaka. Nevertheless, both the new science and the new management thinking seem to point to a similar and perhaps even startling conclusion: the business organization of the 21st century will look nothing like the bureaucratic organizational model that prevails in most companies today, a model that has remained largely unchanged since the manufacturing heydays of 1950s. While the details of the new organization remain sketchy, its rough outline is already beginning to take shape. Rather than simply being flatter through the elimination of layer upon layer of 'middle management,' the new organization is likely to be made up of networks of specialists who will be, for all practical purposes, self-managing. Rather than focusing on issues like re-engineering business processes, a holdover from Taylorism, the focus will be on supporting the continuous learning of an organization's specialists, the sharing of this learning with other specialists, and the embedding of this learning in the organization's physical structure. Finally, rather than viewing themselves as going through relatively long periods of stability punctuated by shorts bursts of 'reorganization,' business enterprises will come to realize that their very survival depends upon their being in a state of continuous organization. The implications of the new organization with respect to how companies approach the planning, design, and management of the technology infrastructure that enables individual learning, self-management, and continuous orgsnization, are both numerous and far-reaching. As part of this technology infrastructure, the white-collar workplace exists in the form it does today as a direct result of management's beliefs about how time, space, and tools ought to be organized and managed in order to accomplish useful intellectual work. Obviously, if these beliefs change radically, as both the new science and the new management thinking suggest is about to happen, then it is almost inevitable that the form and function of the white-collar workplace will change radically, as well. Will there even be a white-collar workplace in the 21st century, in the sense of purpose-built facilities designed to support the co-location of large numbers of white-collar workers? Only time will tell. However, the leading indicators seem to suggest that, as the old saying goes, 'We ain't seen nothin' yet!'

Sutherland, Duncan B., Jr.↗
NASA NTRS2002

Unsafe acts and unsafe outcomes in aircraft maintenance

Road safety studies using the Driver Behaviour Questionnaire (DBQ) have provided support for a three-way distinction between violations, skill-based errors and mistakes, and have indicated that a tendency to commit driving violations is associated with an increased risk of accident involvement. The aims of this study were to examine whether the three-way distinction of unsafe acts is applicable in the context of aircraft maintenance, and whether involvement in maintenance safety occurrences can be predicted on the basis of self-reported unsafe acts. A Maintenance Behaviour Questionnaire (MBQ) was developed to explore patterns of unsafe acts committed by aircraft maintenance mechanics. The MBQ was completed anonymously by over 1300 Australian aviation mechanics, who also provided information on their involvement in workplace accidents and incidents. Four factors were identified: routine violations, skill-based errors, mistakes and exceptional violations. Violations and mistakes were related significantly to the occurrence of incidents that jeopardized the quality of aircraft maintenance, but were not related to workplace injuries. Skill-based errors, while not related to work quality incidents, were related to workplace injuries. The results are consistent with the three-way typology of unsafe acts described by Reason et al. (1990) and with the DBQ research indicating an association between self-reported violations and accidents. The current findings suggest that interventions addressed at maintenance quality incidents should take into account the role of violations and mistakes, and the factors that promote them. In contrast, interventions directed at reducing workplace injury are likely to require a focus on skill-based errors.

Maintenance/manpower/methods↗
NASA NTRS2001

The Impact of Organization Culture on Satisfaction of Engineers in Technology

In today's technological workplace with the shortage of qualified knowledge workers, the factors that lead to job satisfaction have increasing importance. Several past studies have indicated that knowledge worker job satisfaction increases when Herzberg motivators are present. Other research has indicated that job satisfaction improves as the degree of organic organizational culture increases. After examining the factors that led to knowledge worker job satisfaction, the current study was undertaken. Knowledge workers in varying organizational cultures were surveyed in an effort to determine if there is a relationship between the degree of knowledge worker job satisfaction and the measure of organic organization culture. Two survey instruments, the Organizational Cultural Assessment (OCA) developed by Riegle, and the Minnesota Satisfaction Questionnaire (MSQ), were utilized. The OCA delineates degree of organic culture present whereas the MSQ measures job satisfaction. Results of both surveys were statistically analyzed to determine if knowledge workers experience higher satisfaction levels in organic organizational cultures. Once data was analyzed and the hypothesis proven, this could lead companies to move toward an organic culture with emphasis on motivators in an effort to make their organizational culture more conducive to higher employee retention. Through understanding the factors that lead to increased job satisfaction, corporate resources could more efficiently utilized. A total of eight high technology workplaces were surveyed. Five of the eight workplaces yielded statistically significant positive correlation between a positive organizational culture and increased job satisfaction. These initial results indicate the connection between culture and job satisfaction. The relationship will be further analyzed through future surveys of numerous high technology workplaces.

Westbrook, Jerry W.↗
DOE OSTI2022

Large-scale scenarios of electric vehicle charging with a data-driven model of control

Transportation electrification is forecast to bring millions of new electric vehicles to roads worldwide this decade. Planning to support those vehicles depends on detailed scenarios of their electricity demand in both uncontrolled and controlled or smart charging scenarios. In this work, we present a novel modeling approach to enable rapid generation of demand estimates that represent the impact of controlled charging for large-scale scenarios with millions of individual drivers. To model the effect of load modulation control on aggregate charging profiles, we propose a novel machine learning approach that replaces traditional optimization approaches. We demonstrate its performance modeling workplace charging control under a range of electricity rate schedules, achieving small errors (2.5%–4.5%) while accelerating computations by more than 4000 times. To generate the uncontrolled charging demand for scenarios with residential, workplace, and public charging we use statistical representations of a large data set of real charging sessions. We demonstrate the methodology by generating diverse sets of scenarios for California's charging demand in 2030 which consider multiple charging segments and controls, each run locally in under 50 s. We further demonstrate support for rate design by modeling the large-scale impact of a new, custom rate schedule for workplace charging.

33 ADVANCED PROPULSION SYSTEMS↗
DOE OSTI2025

Review of Reactor Facilities without Main Control Rooms

Small, advanced reactors may require few, if any, safety-related human actions (HAs) and fewer HAs to monitor and control the plant. In comparison to large light water reactors, these are significant changes that have implications for many aspects of an applicant's human factors engineering (HFE), including control room design, plant staffing, and the management of safety functions. To support the Nuclear Regulatory Commission's (NRC) ability to evaluate these changes, information needs to be developed addressing the characteristics and potential issues. The objectives of our research were to (1) identify when a traditional main control room (MCR) may not be necessary, (2) identify workplace design alternatives to traditional MCRs, and (3) develop guidance for reviewing an applicant's workplace designs with and without a MCR. We determined that the safety question isn't so much justifying why a design has no MCR, but rather verifying that important human actions can be accurately and reliably performed under a range of challenging conditions using the HSIs provided regardless of their location. We developed guidance to review alternatives to MCRs based on HFE analyses for determining workplace location and design.

22 GENERAL STUDIES OF NUCLEAR REACTORS↗
NASA NTRS1992

Occupational ergonomics in space

Ergonomics is often defined simply as the study of work. Related or synonymous terms include human factors, human engineering, engineering psychology, and others. Occupational ergonomics is a term that has been proposed to describe the study of the working environment, including the physical consequences resulting from having an improperly designed workplace. The routine space working environment presents some problems not found in the typical Earthbound workplace. These include radiation, intravehicular contamination/pollution, temperature extremes, impact with other objects, limited psychosocial relationships, sensory deprivation, and reduced gravity. These are important workplace considerations, and may affect astronauts either directly at work or at some point during their life as a result of their work under these conditions. Some of the major issues associated with each of these hazards are presented.

Stramler, J.↗
NASA NTRS1992

Development of microcomputer-based mental acuity tests

Recent disasters have focused attention on performance problems due to the use of alcohol and controlled substances in the workplace. Environmental stressors such as thermal extremes, mixed gases, noise, motion, and vibration also have adverse effects on human performance and operator efficiency. However, the lack of a standardized, sensitive, human performance assessment battery has probably delayed the systematic study of the deleterious effects of various toxic chemicals and drugs at home and in the workplace. The collective goal of the research reported here is the development of a menu of tests embedded in a coherent package of hardware and software that may be useful in repeated-measures studies of a broad range of agents that can degrade human performance. A menu of 40 tests from the Automated Performance Test System (APTS) is described, and the series of interlocking studies supporting its development is reviewed. The APTS tests, which run on several versions of laptop portables and desktop personal computers, have been shown to be stable, reliable, and factorially rich, and to have predictive validities with holistic measures of intelligence and simulator performances. In addition, sensitivity studies have been conducted in which performance changes due to stressors, agents, and treatments were demonstrated. We believe that tests like those described here have prospective use as an adjunct to urine testing for the screening for performance loss of individuals who are granted access to workplaces and stations that impact public safety.

Non-NASA Center↗
NASA NTRSDate not supplied

Diversity and Inclusion in Spacecraft Science Teams: What Do We Know and What Can We Do About It?

Introduction: Not only does the planetary science community lack diversity [1-3], the subset of the community that participates on spacecraft science team is even less diverse than the community as a whole [1, 4]. Results of 2020 Workforce Survey: Previous studies of the diversity of members of spacecraft science teams made incorrect assumptions about the nature of the data before collecting the data. Those analyses assumed a binary gender and ignored the existence of planetary scientists who are neither men nor women [4-6]. We present here results where demographic data was collected without assumptions; each individual surveyed supplied their own answers to demographic questions. The April 2020 survey of Planetary Scientists, which was conducted by the Statistical Research Center of the American Institute of Physics (AIP) and funded by the American Astronomical Society (AAS)’s Division of Planetary Science (DPS) asked participants their gender with 4 possible responses: Woman, Man, Another identify (please specify if you wish), and Prefer not to answer. 32% of respondents chose Woman, 67% chose Man and 1% chose Another gender identity [1]. The survey also asked demographic questions on race, ethnicity, LGBTQ+ identity, and disability. For a full list of questions, see https://dps.aas.org/sites/dps.aas.org/files/reports/2020/survey2020_questionnaire.pdf. In addition to demographic questions, the 2020 Workforce survey asked how many times respondents had been involved in Mission proposals as a Principal Investigator (PI) and, separately, as a Co-Investigator (CoI) [1]. Answers to questions about mission involvement were correlated with answers to demographic questions and the results show that members of historically underrepresented groups (non-white scientists, women, members of the LGBTQ+ community, and disabled scientists) were less likely to be involved in spacecraft mission proposals than were members of historically overrepresented groups [1]. The figures below show the correlated responses for four different axes of underrepresentation [1]. Note that while the figure on gender shows only Women and Men (due to the small percentage of folks answering “Another gender”), non-binary respondents are included in the LGBTQ+ community figure. Conclusion: Being part of a spacecraft science team is a goal for many planetary scientists. With it comes brand new data, more stable funding, and a sense of awe and exploration. It can lead to a cascade of opportunities from conference and public presentations, to membership in subsequent mission teams, and prestige in the community [4]. As a result, participation in spacecraft teams can be used a measure of success within the field. From the survey results, we see that members of historically excluded groups, even after they have overcome barriers to participating in the field, are still experiencing barriers to success within the field itself. Why?: The diminishing percentage of members of underrepresented groups as a career progresses has been referred to as a “leaky pipeline”. However, this fails to adequately capture the experiences of the members of these underrepresented groups as it implies a passive process. In order to capture the active processes (bias, discrimination, harassment, and other exclusionary behaviors) that contribute to low retention in the workforce, the term “Hostile Obstacle Course” is more useful [7,8]. It is these processes that need to be addressed in order to retain valued members of our community. Moving Forward: In order to broaden participation in planetary science, particularly mission science teams, we need to address conditions that create hostile workplace climates. What can mission teams and other groups do to address these conditions? First, each group/team needs to evaluate their own members to determine what specific barriers exist in their own interactions. One tool to accomplish this would be an anonymous survey designed to understand how team members feel about working within the group. Working with professionals who know how to create and analyze such surveys (often called “climate surveys” when applied to University students, for example) would ensure that the survey meets its goals and does not make assumptions that counter the meaningfulness of the results. Such professionals in EDIA (Equity, Diversity, Inclusion, and Accessibility) and workplace culture can make suggestions for policy changes that would eliminate hostile workplace conditions. Policy changes that are often suggested include instituting professional EDIA training for the team and/or for team leadership, instituting and following a code of conduct [9], including more interactive group activities in group meetings, etc. Training and information on EDIA is available for all members of the planetary science community. The first place to look would be in your University or Institution’s EDIA or human resources offices. Bystander Intervention is often offered as part of other meetings [10]. A newer offering is a Workshop on EDIA for Leaders in Planetary Science led by Julie Rathbun (first author of this abstract) and JA Grier (https://edialps.psi.edu/). This 3-day workshop gives participants the tools they need to enact positive change in their personal and professional spheres. The first workshop was help in November 2022 and another workshop will take place in the late spring 2023 with exact dates to be announced soon.

J. A. Rathbun↗
DOE OSTI2022

Impact of WELL certification on occupant satisfaction and perceived health, well-being, and productivity: A multi-office pre- versus post-occupancy evaluation

The WELL Building Standard (WELL) is currently one of the most comprehensive building certification programs that aim to enhance the health and well-being of building occupants. However, there is a lack of systematic evaluation of the effectiveness of WELL in achieving its goal. This study investigates the impact of WELL certification on occupant satisfaction with the workplace and occupant perceived health, well-being, and productivity. More than 1300 pre- and post-occupancy survey responses provided by the nearly same cohort of occupants from six companies in North America were quantitatively analyzed. The results showed that transitioning to WELL certified offices from non-WELL certified offices had a positive impact on occupant satisfaction with the workplace and occupant perceived health, well-being, and productivity, with increases in means from pre-to post-occupancy being highly statistically significant. The majority of the studied occupant satisfaction parameters as well as occupant perceived mental health had large effect sizes. While they improved from pre-to post-occupancy, the analysis revealed small effect sizes for occupant perceived physical health and self-assessed productivity. The majority of the effect sizes for the perceived well-being parameters were large and medium. In addition to analyzing the survey responses in aggregate, the responses were examined at the individual company level to confirm the by-company and aggregate findings aligned.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗
DOE OSTI2022

Singleplex, multiplex and pooled sample real-time RT-PCR assays for detection of SARS-CoV-2 in an occupational medicine setting

Abstract For workplaces which cannot operate as telework or remotely, there is a critical need for routine occupational SARS-CoV-2 diagnostic testing. Although diagnostic tests including the CDC 2019-Novel Coronavirus (2019-nCoV) Real-Time RT-PCR Diagnostic Panel (CDC Diagnostic Panel) (EUA200001) were made available early in the pandemic, resource scarcity and high demand for reagents and equipment necessitated priority of symptomatic patients. There is a clearly defined need for flexible testing methodologies and strategies with rapid turnaround of results for (1) symptomatic, (2) asymptomatic with high-risk exposures and (3) asymptomatic populations without preexisting conditions for routine screening to address the needs of an on-site work force. We developed a distinct SARS-CoV-2 diagnostic assay based on the original CDC Diagnostic Panel (EUA200001), yet, with minimum overlap for currently employed reagents to eliminate direct competition for limited resources. As the pandemic progressed with testing loads increasing, we modified the assay to include 5-sample pooling and amplicon target multiplexing. Analytical sensitivity of the pooled and multiplexed assays was rigorously tested with contrived positive samples in realistic patient backgrounds. Assay performance was determined with clinical samples previously assessed with an FDA authorized assay. Throughout the pandemic we successfully tested symptomatic, known contact and travelers within our occupational population with a ~ 24–48-h turnaround time to limit the spread of COVID-19 in the workplace. Our singleplex assay had a detection limit of 31.25 copies per reaction. The three-color multiplexed assay maintained similar sensitivity to the singleplex assay, while tripling the throughput. The pooling assay further increased the throughput to five-fold the singleplex assay, albeit with a subtle loss of sensitivity. We subsequently developed a hybrid ‘multiplex-pooled’ strategy to testing to address the need for both rapid analysis of samples from personnel at high risk of COVID infection and routine screening. Herein, our SARS-CoV-2 assays specifically address the needs of occupational healthcare for both rapid analysis of personnel at high-risk of infection and routine screening that is essential for controlling COVID-19 disease transmission. In addition to SARS-CoV-2 and COVID-19, this work demonstrates successful flexible assays developments and deployments with implications for emerging highly transmissible diseases and future pandemics.

60 APPLIED LIFE SCIENCES↗
DOE OSTI2025

Are humans still necessary? Expanding the discussion

The rise of automation, artificial intelligence (AI), and autonomous systems raises important questions about the future role of humans and the field of human factors/ergonomics in workplaces. This paper builds on Dr. Peter Hancock’s 2023 ‘Are Humans Still Necessary?’ article published in the Ergonomics journal. Using a multi-method approach that included a debate, opinion polling, roundtable discussions, and AI queries, the current effort examined the necessity of human involvement in future work environments. Debate team members presented arguments for and against the need for human workers, considering human factors, technology, and socioeconomic factors. Observations indicate that while AI may handle routine tasks, humans will likely remain essential for complex decision making, creativity, and ethical considerations. The paper advocates for viewing workplace dynamics as collaborative human-AI partnerships rather than competition, highlighting the need for a transdisciplinary approach in which human factors/ergonomics professionals play a vital role in enhancing these relationships.

99 - GENERAL AND MISCELLANEOUS↗
DOE OSTI2022

Results From Invoking Artificial Neural Networks to Measure Insider Threat Detection & Mitigation

Advances on differentiating between malicious intent and natural “organizational evolution” to explain observed anomalies in operational workplace patterns suggest benefit from evaluating collective behaviors observed in the facilities to improve insider threat detection and mitigation (ITDM). Advances in artificial neural networks (ANN) provide more robust pathways for capturing, analyzing, and collating disparate data signals into quantitative descriptions of operational workplace patterns. In response, a joint study by Sandia National Laboratories and the University of Texas at Austin explored the effectiveness of commercial artificial neural network (ANN) software to improve ITDM. Overall, this research demonstrates the benefit of learning patterns of organizational behaviors, detecting off-normal (or anomalous) deviations from these patterns, and alerting when certain types, frequencies, or quantities of deviations emerge for improving ITDM. Evaluating nearly 33,000 access control data points and over 1,600 intrusion sensor data points collected over a nearly twelve-month period, this study's results demonstrated the ANN could recognize operational patterns at the Nuclear Engineering Teaching Laboratory (NETL) and detect off-normal behaviors—suggesting that ANNs can be used to support a data-analytic approach to ITDM. Several representative experiments were conducted to further evaluate these conclusions, with the resultant insights supporting collective behavior-based analytical approaches to quantitatively describe insider threat detection and mitigation.

45 MILITARY TECHNOLOGY, WEAPONRY, AND NATIONAL DEF↗
DOE OSTI2020

Behavioral Health/Employee Assistance. Interim Program Report FY 2020

The Sandia National Laboratories' (SNL) Corporate Behavioral Health Program is a workplace- based program that: 1) provides Employee Assistance Program (EAP) services including early identification and resolution of personal concerns which may impact job performance, 2) assists managers and the organization in addressing productivity issues, and 3) supports the SNL commitment to provide a safe and healthful work environment. The program is offered to approximately 13,500 employees in New Mexico. The Behavioral Health Program is a corporate program combining services in NM and CA. It is integrated with other occupational health and clinical services including disability, disease management and preventive health programs. In addition, Sandia's Behavioral Health Program provides critical management consultation and psychological assessment services for external organizations including Human Resources, the Department of Energy and Security through the Clinical Evaluation (CE) process, Human Reliability Program (HRP), Protective Force Program, Workplace Violence/Threat Assessment Team (TAT), and Insider Threat Working Group programs. The program supports Sandia National Laboratories' mission to safeguard national security, the environment, and the public; it is a proactive approach to early identification, intervention and assessment. Importantly, it reduces barriers to accessing mental health services and assists with reducing health care costs attributed to illness or injuries related to unhealthy lifestyles and behaviors. The team is comprised of a professional staff including a licensed Clinical Psychologist, a licensed professional clinical counselor (LPCC) and a licensed Marriage and Family counselor (MFT) who is also a Certified Employee Assistance Professional and who holds a doctorate in counseling psychology.

99 GENERAL AND MISCELLANEOUS↗