Purpose of the article Ergonomics focus, regarding job design is to address the issue of fitting the job to the worker. This means that other things such as space, matter, pedagogical parameters and organizational environment need to be adjusted to the worker, to obtain optimal performance. Hence it is important that jobs are designed in a way that the environment of the worker becomes ergonomically better. Methods Seventeen interviews were taken from employees of call centres of three major telecom companies in Islamabad. The interviews were semi-structured and NVivo 10 was used for analysis. Results The results indicated the influence of the following ergonomic factors on job design. i) Force, mental well-being, and supervisor and peer support acted more on complexity of task. ii) Inappropriate postures, mental well-being, characteristics of work, supervisor and peer support and work environment acted on skill and efforts required. iii) Repetitiveness, workstation design, mental well-being, supervisor and peer support, work environment and characteristics of work acted more on degree of worker control. Conclusion It was concluded that the issues related to these factors should be addressed, to improve job designs at workplace.

Call centre employees experience of mental game playing during work breaks were recorded in this study. The qualitative study involving two focus group discussions at different call centres,with 6 employees in one focus group and 9 in the second, stated employee's reasons for variations in the key performance metric by which they were being evaluated. In this case the key performance metric was the average speed of answer. In a previous study, where the mental games were introduced as an intervention during work breaks, the participants were asked to provide feedback on variations in productivity during a 4-week intervention study. Volunteer sampling was utilized, and the information was categorized into codes. Similar codes were grouped into themes. It was found that players are efficient in the middle of the week either because daily routine settles middle of the week or because employees try to average their metrics related to time. They also thought that productivity increased towards the end of the intervention because of games being accepted in the routine by that time, because the focus shifted from fun to work towards the end or because the employees knew they were being evaluated. According to participants, the non-players were more efficient than the players because games served as a bad distraction for the players and that players were considering games as something to do rather than an actual break. As a conclusion, it felt important to improve on the timings and frequency of the games played during work before it can be considered an effective intervention.