Ergonomic solutions for an aging workforce
The Authors
Kathy O. Roper, College of Architecture, Building Construction Program, Georgia Institute of Technology, Atlanta, Georgia, USA
Daniel C. Yeh, College of Architecture, Building Construction Program, Georgia Institute of Technology, Atlanta, Georgia, USA
Abstract
Purpose – The purpose of this paper is to focus on obstacles faced by older workers in the workplace and provide three main ergonomic solutions designed to mitigate and prevent age-related injuries.
Design/methodology/approach – Research methodology includes a comprehensive literature review to identify issues, best practices, and improvements for ergonomic conditions in the workplace, especially those impacting aging workers.
Findings – Solutions presented include strategies for reducing extreme joint movement, reducing extreme pressure, and reducing repetitive tasks. Examples of engineering improvements, administrative improvements, and safety equipment additions are also presented.
Practical implications – This paper provides ergonomic solutions and examines the importance of providing effective workplace ergonomics for the older worker. The examples demonstrated can be directly applied by facility planners and managers who wish to create safe and productive working environments.
Originality/value – With an increasing percentage of older workers compromising that workforce, it is critical that companies and workplace managers make effective workplace ergonomics a top priority. The paper focuses on the role of the facility manager in implementing ergonomic solutions.
Article Type:
General review
Keyword(s):
Ergonomics; Older workers; Employees; Occupational health and safety.
Journal:
Journal of Facilities Management
Volume:
5
Number:
3
Year:
2007
pp:
172-178
Copyright ©
Emerald Group Publishing Limited
ISSN:
1472-5967
Introduction
Ergonomics is a significant factor in achieving and maintaining high levels of worker productivity. As the USA and other industrialized nations face a demographic shift towards an aging workforce, the role of ergonomics in the workplace has become increasingly important. The American Association for Retired Persons (AARP) reports that between 2000 and 2020, the number of individuals in the 55-64 age range will increase nearly 40 percent, and those in the 65 + category will increase more than 40 percent (AARP) With these projected increases, facility planners and managers are forced to consider workplace designs that are not only tailored toward older workers, but also take safety issues into account and are designed to prevent injury. This paper will examine the obstacles faced by older workers in the workplace and provide potential ergonomic solutions.
Ergonomics overview
Ergonomics, the applied science of equipment design intended to reduce operator fatigue or discomfort, has become an indispensable area of knowledge for today's facility managers. Although ergonomics have been applied for years, mostly by industrial designers, it has recently gained attention in the facility management area.
As a result of the US Occupational Safety and Health Administration (OSHA) proposed ergonomic compliance program since 1999, facility managers in nearly every industry have had to ensure programs were in place in order to prevent complaints by employees. This OSHA program requires that employers with positions which have led to musculoskeletal disorders (MSDs) provide ergonomic training, remediation and reporting. For a facility manager, ergonomics may be specifically defined as the study of how to improve fit between the physical demands of a workplace and the employees who perform the work. This involves considering the variability in human capabilities when selecting, designing, or modifying equipment, tools, work tasks, and the work environment.
Declining abilities
In order to provide effective ergonomic solutions for older workers, facility planners and managers must take into account that physical capabilities decline with age. Physical declines related to age include strength, speed of movement, range of motion, fatigue, and motor skills (Haight, 2003). Researchers have also found that there is age-related slowing in all facets of movement initiation – including response preparation, selection, programming, complexity, and movement execution (Stelmach, 1992).
In addition to these age-related declining abilities, planners and managers must also consider cumulative trauma disorders (CTD). CTD occur in the musculoskeletal and nervous systems, and may be caused or aggravated by repetitive motion, forceful exertion, vibration, mechanical compression, and sustained or awkward posture (McMahan, 1999). CTDs can affect nearly all tissues (nerves, tendons, tendon sheaths, and muscles), but it most frequently affects the upper extremities (National Safety Council, 1997). These painful and sometimes crippling injuries develop over time, and are usually the result of repeated actions, such as twisting and bending the arms or wrists.
Since, an aging workforce is one of the key factors contributing to an increase in CTDs, workplace managers must take CTDs into account when creating and updating workplaces (Putz-Anderson, 1988). The aging workforce contributes to CTDs because of normal, age-related changes in the body's resilience to chronic wear and tear. The three main musculoskeletal changes that occur are:
- reduction in joint mobility;
- decrease in muscular strength; and
- slowing of reaction and movement times.
One of the most significant changes in the ability to move occurs in the joints, which are responsible for small motor movements (grasping, gripping, and twisting), and large motor movements (walking, bending, sitting, and climbing). Changes in small motor movements affect dexterity and the ability to grasp and manipulate objects. Although, joint mobility itself decreases slightly from the ages of 20-60, the incidence of arthritis increases dramatically beyond the age of 45 (Morgan et al., 1963).
In addition to a decrease in joint mobility and its associated impacts, the aging workforce also faces decreases in muscular strength. Muscular strength in humans peaks between the ages of 25 and 30. Around the age of 40, a steady decline can be evidenced (Vittasalo et al., 1985), With reductions in physical strength, common job tasks can become hazardous. Older workers, who are required to exert high amounts of muscular force such as lifting, lowering, or carrying of heavy loads, become more susceptible to injury and developing CTDs.
The literature shows a disturbing trend in fatalities from falls, which can be correlated to reductions in physical strength and flexibility. While it is not the only factor, reduced strength may affect an older worker's ability to recover balance or footing to avoid a fall (Spriduso, 1990). Fatality rates from falls increase beginning in the 45-54 age group, and account for 20 percent of fatalities among workers over the age of 55 (Agnew, 1993). Agnew also reported that one-third of all compensable injuries to workers over the age of 65 were due to falls. As research and statistics have shown, it is very important for workplace managers to consider inevitable declines in strength among an aging workforce.
The third main musculoskeletal change that occurs in older adults is the slowing of reaction and movement times. Davies and Mebarki (1983) found that there was a significant decrease in movement time between the ages of 16-25 and 28-56. They also found that average reaction time of older groups (age 66-87) was 30 percent slower than that of younger groups (age 18-30). From a performance standpoint, however, older workers have much more experience than younger workers. This may enable older workers to achieve satisfactory performance that compensates for any slow-down. In general, research has shown that while decreased capacity may cause a potential increase in error rates, it does not necessarily lead to reduced work performance. However, when job demands exceed the worker's capacity, the older worker may compensate by using increased physical effort or taking fewer rest periods to complete tasks in a timely manner (McMahan, 1999). The application of force and frequent repetition (lack of rest) increases the risk for CTDs.
Economic impacts
In addition to its physical effects, CTDs also have a tremendous economic impact. CTDs account for more than 50 percent of all occupational illnesses in the USA (Bureau of Labor Statistics, 2003). Among major disabling injuries and illnesses, carpal tunnel syndrome, a type of CTD which compresses the nerves from the forearm to the hand, causing pain and numbness in the fingers, accounted for the greatest number of days away from work, surpassing fractures and amputations. In addition, injuries caused by repetitive motion, such as grasping and typing, resulted in the longest absences from work (Bureau of Labor Statistics, 2004). These injuries cost businesses $15 to 20 billion in workers' compensation costs each year, and indirect costs run as high as $45 to 60 billion dollars a year (OSHA, 1999).
Additional negative financial impacts can occur due to inflated insurance and healthcare costs driven by the relatively higher risks associated with older workers. Conditions unrelated to work are exacerbated with age, such as obesity and uncontrolled blood pressure, and can result in substantially higher costs for workers' comp insurance and filed claims. Although data demonstrates substantially higher incident rates and costs for specific injuries among older workers, there are proactive steps that management can take to reduce the impact of aging on workers' comp experience.
Solutions for preventing injuries
With a solid understanding of the musculoskeletal changes that occur in older adults, this paper now examines ergonomic solutions that help reduce and prevent CTDs. These ergonomic solutions in workplace design are needed to compensate for the diminished physical capacities of older workers.
Putz-Anderson (1988) describes three main objectives in achieving ergonomic control over CTDs. The first objective focuses on reducing extreme joint movement, since excessive stress on joints and tendons is a principle cause of CTDs. Workplace designers should also consider minimizing working conditions that require unusual posture such as twisting the spine, reaching above the head, and leaning to one side. Research also shows that using distinctive textures and shapes when tactile identification is required and replacing knobs with levers or push buttons is beneficial. Studies conducted by Nichols (1966) show that a lever control is preferred over knobs because twice as much torque can be exerted without sacrificing joint movement. Because these simple but important decisions can impact all workers, workplace planners and managers need to be aware of potential effort-saving devices and ergonomic opportunities. If these risk factors are taken into account early in the planning process, the incidence of CTDs can be dramatically reduced.
The second objective towards minimization of CTDs is the reduction of excessive force. Workplace designers and facility managers can achieve this by modifying job tasks that require prolonged and excessive muscle contractions to maintain a posture. Given the reduced strength in older workers, any design that compromises grip, leverage, or mechanical advantage would not be suitable. Any design that does not allow older workers to apply maximum strength would also not be suggested. This often occurs in industrial settings, where workers must often operate various controls; this also occurs in standard office settings where workers are required to turn valve hand wheels, push or pull levers, and turn dials or knobs of various shapes and sizes. An example is provided by Bordett's (1988) study where elderly females were found to have difficulty generating enough torque in water faucet handles of various shapes. The use of jigs, clamps, and mechanical assists satisfy some of these requirements and help reduce the use of excessive force.
The third and final objective is to reduce highly repetitive tasks. Repetitive motion-related injuries can be prevented through proper workplace design and set-up. Workplace designers and managers can provide solutions including mechanizing special tools with power drivers, automating processes, and providing workers with a larger and more varied number of tasks to perform. Ergonomic furniture options and accessories can also provide the needed support and alignments needed to prevent many common injuries.
Implementing ergonomic improvements
Once the contributing factors for each task are determined, ergonomic improvements must be implemented to improve the fit between a job and the capabilities of the employee performing it. These improvements are commonly grouped in the literature into either one of three categories:
- engineering improvements;
- administrative improvements; or
- safety gear.
Engineering improvements involve rearranging, modifying, redesigning, or replacing tools, equipment, workstations, packaging, parts or products. The best time to select engineering improvements is when new facilities, processes, or works are being planned. These improvements can be very effective because they may reduce or eliminate the factor contributing to workplace injuries. An example of an engineering improvement is raising or lowering the work surface for the employee, thus reducing bending, reaching and awkward postures. Other examples of engineering improvements include: using cut-out work surfaces to allow employees to get closer to their work; reducing visual effort and awkward postures; repositioning the work to reduce bending and reaching; and reconfiguring the work station to replace lifting and carrying with sliding and rolling. Providing adjustable equipment, providing close, convenient storage for frequently used materials, parts and tools, providing lifting aids and mechanical aids for transporting materials and products, all help reduce force, repetition and awkward positions in everyday tasks. Finally, providing tools with rounded, soft padded handles for employees reduces the pressure points on the hands and fingers.
Administrative improvements usually require continuous management and employee feedback to ensure that the new practices and policies are effective. These improvements include changing work practices or changing the way work is organized. Some improvement options include: providing a variety of jobs for each employee; adjusting their work schedule and work pace; providing muscle relaxation time; and ensuring regular housekeeping and maintenance of work spaces, tools and equipment. Using tags to identify heavy or unstable loads and encouraging exercise, as well as training, are all valid administrative improvements.
The use of safety gear, or personal protective equipment (PPE), includes gloves, knee and elbow pads, footwear and other protective items. Each of these items is designed to protect a specific body part and should be properly worn by employees at all times to reduce the risk of a MSD. Training for the proper use of each PPE should be given to employees.
While effective workplace ergonomics provide positive impacts for everyone involved, it is important to remember the significant numbers of older adults that are continuing in, entering, or re-entering the work force. Given that the average worker spends over one-third of his/her time on the job (McMahan, 1999), the importance of creating effective workplace ergonomics has increased. OSHA is developing a program that calls for employers to establish ergonomic programs to prevent work-related MSDs (OSHA, 1999). Because workplace ergonomics cannot be a “one-size-fits-all” program, the role of the aging worker will be especially important in complying with a programmed approach. With such an approach, company management would need to step forward and involve employees, conduct job hazard analyses, and provide proper training to all workers.
A proactive approach is needed by any facility manager who wishes to transform the work environment into an ergonomically compliant one. Trying to solve a problem once it exists is usually much more expensive than solving one that is still in its early stages. With an understanding of age-related declines and what workplace managers can do to mitigate and prevent them, it is also important to note that the implementation of any of the suggested improvements would likely benefit all workers, not just older workers.
Conclusion
With an increasing percentage of older workers compromising the workforce, it is absolutely critical that companies and workplace managers make effective workplace ergonomics a top priority.
When solving ergonomic-related problems, a comprehensive, integrated and multi-disciplinary approach should be considered. Areas in which changes would occur include organizational policy, individual behavior, and physical environment. Organizational policy changes would include limiting repetition and prompting mandatory breaks, setting weight limits and lifting guidelines for aging workers, and involving the worker in planning tasks. Individual behavioral changes would include promoting exercise programs, stretching and strength training programs, and informing employees about the risks of CTDs. The physical environment involves implementing many of the ergonomic solutions outlined in this paper. This responsibility not only lies with facility planners and workplace managers, but also with company management as well. Creating effective workplaces not only reduce the risks of CTDs, but also create better quality of life for workers and reduce the tremendous financial losses and medical costs to companies and the economy.
Limitations and recommendations for future research
This review does not prescribe specific solutions which need to be based on individual work settings and situations; recommendations apply to the general workplace. Future studies may consider specific job categories in order to provide more individualized solutions for itemized job categories, as outlined in the OSHA proposal.
References
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Bordett, H.M. (1988), "Torque required from elderly females to operate faucet handles of various shapes", Human Factors: Journal of Human Factors and Ergonomics Society, Vol. 30 pp.339-46.
Bureau of Labor Statistics (2003), "Lost-worktime injuries and illnesses: characteristics and resulting time away from work", available at: www.bls.gov/news.release/osh2.nr0.htm (accessed February 12, 2006), .
Bureau of Labor Statistics (2004), "Repetitive motion results in longest work absences", available at: www.bls.gov/opub/ted/2004/mar/wk5/art02.htm (accessed February 12, 2006), .
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Nichols, J. (1966), "Door handles for the disabled: an assessment of their suitability", Annals of Physical Medicine, Vol. 8 pp.180-3.
Occupational Safety & Health Administration (OSHA) (1999), "Background on the working draft of OSHA's proposed ergonomics program standard", June, available at: www.osha-slc.gov/SLTC/ergonomics/backgroundinfo.html, .
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Further Reading
Pirkl, J.J. (1995), "Transgenerational design: prolonging the American dream", Generations: The Journal of the American Society on Aging, Spring, pp.32-6.
About the authors
Kathy O. Roper is an Assistant Professor in the Integrated Facility and Property Management graduate program at the Georgia Institute of Technology in Atlanta, Georgia, USA. She is a Certified Facility Manager with IFMA, a Master of Corporate Real Estate with CoreNet Global and a LEED Accredited Professional with the US Green Building Council. Kathy O. Roper is the corresponding author and can be contacted at: kathy.roper@gatech.edu.
Daniel C. Yeh is a recent graduate of the Georgia Institute of Technology's Facility and Property Management Masters program. He is a Project Manager for New South Construction in Atlanta, Georgia. E-mail: daniel67@gmail.com