Control over the scheduling of simulated office work reduces the impact of workload on mental fatigue and task performance.

Hockey, G. R. J.; Earle, Fiona

doi:10.1037/1076-898x.12.1.50

Cited by 84 publications

(100 citation statements)

References 60 publications

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“…By optimally filling up the frame with attention-demanding tasks, the amount of inactivity was reduced, and thus participants were more likely to stay properly engaged on the primary task. Without an attention-demanding task, participants might lower their overall effort towards the primary task (Hockey & Earle, 2006). With another related task added to the primary task, the level of effort might be raised and, thus, be useful for keeping performance levels higher for both tasks than for the primary task alone.…”

Section: Discussionmentioning

confidence: 99%

“…That is, all types of difficulties are not necessarily equivalent in their effectiveness or their desirability for training, and an irrelevant concurrent task is more likely to be undesirable than a relevant sequential task. The fourth alternative corresponds to the cognitive antidote hypothesis (Kole, Healy, & Bourne, 2008), by which adding cognitive complications to a routine task serves to overcome a decline in accuracy that occurs with prolonged work on a simple primary task as participants become bored, fatigued or disengaged (see Hockey & Earle, 2006, for a discussion of the effects of effort and mental fatigue on performance).…”

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Effects of training with added difficulties on RADAR detection

Young¹,

Healy²,

González

et al. 2010

Appl. Cognit. Psychol.

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Summary: Three experiments simulating military RADAR detection addressed a training difficulty hypothesis (training with difficulty promotes superior later testing performance) and a procedural reinstatement hypothesis (test performance improves when training conditions match test conditions). Training and testing were separated by 1 week. Participants detected targets (either alphanumeric characters or vehicle pictures) occurring among distractors. Two secondary tasks were used to increase difficulty (a concurrent, irrelevant tone-counting task and a sequential, relevant action-firing response). In Experiment 1, involving alphanumeric targets with rapid displays, tone counting during training degraded test performance. In Experiment 2, involving vehicle targets with both sources of difficulty and slower presentation times, training under relevant difficulty aided test accuracy. In Experiment 3, involving vehicle targets and action firing with slow presentation times, test accuracy tended to be worst when neither training nor testing involved difficult conditions. These results show boundary conditions for the training difficulty and procedural reinstatement hypotheses.

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Section: Discussionmentioning

confidence: 99%

mentioning

confidence: 99%

Effects of training with added difficulties on RADAR detection

Young¹,

Healy²,

González

et al. 2010

Appl. Cognit. Psychol.

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“…Experimental investigations of the JDC Model have frequently employed simulations including mail sorting tasks (e.g., Jimmieson and Terry, 1998;Perrewe and Ganster, 1989;Searle et al, 1999Searle et al, , 2001, in-basket tasks (e.g., Jimmieson andTerry, 1997, 1999), and specific work samples (e.g., Hockey and Earle, 2006;Rau, 1996). Regarding workrelated well-being, significant effects have been found more frequently for objectively manipulated demand than objectively manipulated control (e.g., Hockey and Earle, 2006;Jimmieson andTerry, 1997, 1999;Searle et al, 1999Searle et al, , 2001. In addition, a small number of negative effects of control have been reported in experimental simulation studies.…”

Section: Experimental Studies Of Control: Simulation Studiesmentioning

confidence: 99%

Relative effects of demand and control on task-related cardiovascular reactivity, task perceptions, performance accuracy, and mood

Flynn

James

2009

International Journal of Psychophysiology

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“…Ainsi, plusieurs d'entre elles soulignent l'influence du contrôle, du support social, de la pression temporelle et de la reconnaissance sur la charge de travail (Ballet et Kelchtermans, 2009;Beech-Hawley, Wells et Cole, 2004;Hockey et Earle, 2006;Shirom et al, 2009;Toulouse et al, 2009). Ces études confirment également la nécessité de s'attarder au contexte dynamique de l'individu, de son activité professionnelle et de son contexte organisationnel afin de conceptualiser la charge de travail.…”

Section: Résumé De L'articleunclassified

Contribution à un modèle explicatif de la charge de travail : le cas du service à la clientèle

Fournier

Montreuil

Villa

2013

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La rapidité des changements qui s’opèrent dans les organisations engendre une intensification du travail qui se traduit par une augmentation de la charge de travail. La littérature scientifique identifie de plus en plus clairement la charge de travail comme un facteur de risques dont les répercussions affectent les individus et les organisations. Bien que les connaissances actuelles portant sur la charge de travail permettent de quantifier des conséquences humaines ou organisationnelles, elles sont difficiles à utiliser pour agir dans l’amélioration des situations de travail. Cet article a pour objectif de contribuer à la modélisation de la charge de travail dans sa globalité et sa complexité à l’intérieur de la dynamique de l’individu, de son activité professionnelle et de son contexte organisationnel. Elle vise à définir des composantes de la charge de travail et à cerner des facteurs qui l’influencent directement ou indirectement à partir de situations de travail réelles. Une recherche terrain s’est déroulée dans une organisation du secteur de l’assurance auprès de préposés au service à la clientèle en privilégiant des observations, des entretiens individuels et de groupe. Les activités réelles de travail des préposés ont été analysées en privilégiant le modèle de l’activité réelle de travail tel qu’utilisé en ergonomie. Cinq facteurs dynamiques de la charge de travail émergent de la recherche et ils permettent de réviser et d’enrichir un modèle explicatif de la charge de travail.Rapidly changing organizations are associated with work intensification which translates into workload problems. Scientific literature has clearly identified workload as an important risk factor for individuals and for organizations. Though current knowledge on workload allows for the measurement of its impacts on individuals and on organizations, it is still difficult to clearly identify its nature and to improve working conditions accordingly. The objective of this paper is to contribute additional information to a workload framework applied to work situations where individual characteristics, professional activity and organizational contexts are all determinants of a complex and dynamic work situation. The goal of this study is to improve knowledge on the workload phenomenon and ultimately to determine important direct and indirect factors influencing workload. A field study in real working situations was conducted among customer service agents in the insurance industry. Observations in natural settings, individual interviews and focus groups were conducted using an activity analysis ergonomic approach. Results show the presence of five dynamic factors affecting workload: 1) working tool design considering the task at hand, 2) multiplication and variety of demands, 3) balance between organizational expectations and means to achieve them, 4) simultaneous activities to assure customer satisfaction and, finally, 5) minimal feedback and recognition on a daily basis. These results underline the fact that quantity of work is not necessar...

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Control over the scheduling of simulated office work reduces the impact of workload on mental fatigue and task performance.

Cited by 84 publications

References 60 publications

Effects of training with added difficulties on RADAR detection

Effects of training with added difficulties on RADAR detection

Relative effects of demand and control on task-related cardiovascular reactivity, task perceptions, performance accuracy, and mood

Contribution à un modèle explicatif de la charge de travail : le cas du service à la clientèle

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