IC-0255
Work organizational and MSDs: a theoretical multidimensional and multilevel model focusing on the margin of maneuver
Y.Roquelaure1, S.Caroly2,1
1Laboratory of ergonomics and epidemiology in occupational health (LEEST), LUNAM University, University of Angers, Angers, France, 2PACTE, University Grenoble Alpes, Grenoble, France
Keyw ords: Work organization,MSDs,Risk model Introduction:
Ergonomic studies have shown that work organization and managerial practices are major indirect determinants of MSDs, as they determine the conditions of exposure to the various characteristics of the company, either biomechanical factors (organization of production, organization of the workplace) or work-related psychosocial factors (management, human resources, work relationships, social support, etc.).
Methods:
We will propose in this presentation a theoretical organizational model of MSDs based on a systemic approach.
Results:
According to this model, work organization and management influence not only work-related constraints, but also resources and individual and/or collective margins of manoeuvre to cope with these constraints. The margin of manoeuvre is a particularly important concept in this model, emphasizing the dynamic nature of workplaces and the active role played by workers (alone or together with co-workers). The margin of manoeuvre is defined by the possibility (or freedom) available to (and used by) a worker to elaborate alternative ways of working in order to achieve production targets while avoiding negative effects on health. This concept primarily concerns margins of manoeuvre provided by work organization to allow workers to deploy their know-how of their trade and their mutual aid strategies to reduce constraints, while meeting the workplace requirements. Their preventive nature depends not only on their real existence, but also on means so that the workers can use this margin of manoeuvre to their workplaces.
Discussion:
This model of risk prevention introduces the notion of development of the workers knowledge of the work environment and their ability to directly perceive variations of their workplaces, supposing regular operating adjustments. Work organization can be either a resource or a constraint depending on whether or not it allows deployment of technical skills and know-how and complete achievement of the job task. This duality of work organization must not be neglected when planning preventive approaches.
