Introduction of ergonomics in Leadya Workplace using insider action research

• Main Author: Ominga, Rommel C.
• Format: text
• Language: English
• Published: Animo Repository 2016
• Online Access: https://animorepository.dlsu.edu.ph/etd_masteral/5267
• Institution: De La Salle University

This action research aimed to provide an answer to the issue that hounded the LeadYa Services Inc. employees for so long. With the increase in number of employees complaining about their discomfort while working, it was high time to address this issue before it became the reason for low output, absences, sick leaves or employees leaving the company. The action researcher, together with his collaborators, looked for possible solution, through the guidelines of different tools and methodology, that would maximize what was readily available in the company and without incurring too much cost. Through the use of Lewins Force Field Analysis and Anjum and Mumfords vector of power, the group has determined the causes that, when combined, would result to the problem at hand. Through collaboration, the group has decided to employ the use of different ergonomic concepts that would address the issue of discomfort. Concurrently, the researcher also applied action research theories and principles, such as the Action Research Cycle, Ladder of Inference, the ORJI cycle and Planned Change among others, in order for the research to be consistently participative in nature and promote a collaborative problem solving approach among the group. As an intervention, the group first tried out different ergonomic approach to improve the distribution of work among the body parts. Since this was not effective, a new approach must be made. For the second cycle, the group has provided ergonomic module and seminar to increase awareness and knowledge of the employees as well as to modify the policies of the company. Kurt Lewins Change Management Model combined with Amick et al.s Change Theory was used to guide the changes happening in the company. A major reflection on this research was that, inasmuch as the changes needed more time in order for it to have a full effect on the employees, the different ergonomic exercises and breaks did not distract the employees from performing their tasks.