Artikel

Bedrijfspsychologische aspecten van de werkvereenvoudiging

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Abstract

Psychological aspects of work simplification. - F.W. Taylor started from the idea that production was the basis of material welfare and according to this principle he developed a time-study technique. But the scientific management of Taylor and his followers gave rise to a negative attitude of the workers. Two other pioneers, F. Gilbreth, a mechanical engineer, and his wife, L.M. Gilbreth, a psychologist, stressed the importance of developing better work-methods. Both spent a big part of their lives on experiments in motion- and methods-study and elimination of waste and fatigue. In fact, time and motion-study are two different, but inseparable aspects of methods-study. An approach of both systems was Maynard’s methods engineering. Methods-study in practice is mostly applied by technical counsellors who are charged simultaneously with rationalization of machines, production processes and of products themselves. Usually they think in terms of mechanical efficiency, as well for human performances as for mechanical problems. From the beginning this way of introducing new work-methods provoked opposition from the workers. The opposition against these new work-methods took different forms and is due to different reasons. Fear for rate-cutting often is a reason for production-restraint. The workers have a feeling of social insecurity. From the Hawthorne experiment we can conclude that the opposition against technological changes sometimes is founded on an emotional basis. Especially older workers with deep-rooted work-methods show tendencies to exaggerate disadvantages and minimize, even ignore benefits. Opposition because of strange intervention is due to injury of self-esteem. In addition to all this, we can notice inhibition by the neglect of individual differences and by the raising of strain between the workers. Real work-simplification is characterized by the integral cooperation of all forces concerned with production. This cooperation implies mutual confidence and human relations which are as much as possible free from any strain. Management has to pay regard to human longings for security, for esteem and self-development. Taylor and his followers nearly in vain tried to solve those psychological problems. It was A. H. Mogensen who first realized the value of teaching motion study by training of supervisors and rank-and-file workers. The training-within-industry-program and other specific courses are founded on the principle of cooperation. Modern industrial management also searches other means to satisfy in the worker the need for explanation and deliberation. Information- and suggestion-systems are two important means to which we draw the attention here. Those psychological aids are not sufficient to carry through the technological aspects of work-simplification. Methods-study, however, has to use psychological aids to introduce and to make acceptable the changes which it worked out. The composition of a team engineer-psychologist as a coordinating frame for work-simplification is very important. In a psychologically and socially justified system workers not only take part in the finding of work-simplifications, but they also participate in the execution of simplifications and they have a view on the use of surplus gain made through their cooperation.

How to Cite:

Coetsier, L., De Facq, E., Adriaenssens, M. & Coppée, A., (1956) “Bedrijfspsychologische aspecten van de werkvereenvoudiging”, Tijdschrift voor Sociale Wetenschappen 1(1-2), 98–118. doi: https://doi.org/10.21825/tvsw.95506