Decreased performance. Factors that reduce performance and signs of its occurrence
There are several probable causes decrease in human performance, and they can be divided into two groups: psychological reasons And physiological reasons. They often coexist with each other and act together, exerting a complex effect on human performance. However, this various reasons, and should be discussed separately. Psychological causes are those that lead to a decrease in performance due to the action of one of the following factors:
- 1) lack of proper motivation for activity, a person’s interest in the type of activity in which performance decreases,
- 2) a person’s sufficiently strong preoccupation with something that distracts him from his main work,
- 3) unfavorable emotional state of a person in at the moment time, for example frustration, apathy, boredom, indifference, etc.,
- 4) lack of faith in the success of the business, associated with one of the following circumstances: a person’s lack of self-confidence, lack of hope for the success of the business in given specific conditions.
They are called physiological following reasons decreased performance:
- 5) illness,
- 6) fatigue, weakness nervous system, her increased fatigue, general physical weakness of the body.
Let's consider how to determine which of the named reasons or groups of reasons is actually effective, what recommendations in each such case can be offered to the employee.
The first of these reasons - lack of motivation - can be defined as follows.
It can be identified by talking directly to the employee and determining whether he or she has an interest in engaging in the relevant activity. If, in response to a question directly asked of him, an employee quite definitely answers “no,” then this clearly indicates that the employee really does not have such an interest, except, of course, for something that is extremely rare in practice. psychological counseling cases when the employee is simply not in the mood to tell the consultant the truth about himself.
If the employee says “yes,” this does not always mean that this is actually the case. The employee may think that he really has such an interest, although in fact he may not. In addition, the employee often unwittingly says “yes”, not wanting the consultation to end if the answer is “no”.
In the latter case, there really is no point in continuing it, since the client’s actual lack of interest in the case cannot be compensated for by other measures.
The lack of proper motivation for an employee’s work can also be determined indirectly by asking the employee and receiving answers from him to the following questions:
- 1. What do you find interesting for yourself in the work during which you notice that your performance is decreasing?
- 2. What can and should be done to make the relevant work more attractive and interesting for you?
- 3. What will change in your life if you completely stop doing this work?
- 4. Is it possible this work for you to replace any other?
After conducting the study (Appendix, Table 2.), three employees answered the first question definitely and without much thought, naming a lot of things that attract him to work, we can conclude that the employee is quite strongly motivated to engage in the relevant type of activity. This also gives grounds for the conclusion that the reason for the client’s decreased performance is not a lack of interest in work (lack of motivation), but something completely different.
But the rest of the employees gave a vague answer to this question, accompanied, moreover, by long thoughts, but in this case the hypothesis of a lack of motivation cannot be completely rejected.
When answering the second question, the employees found it difficult to answer; in this case, it can be assumed that the reason for the decrease in their performance is the lack of positive motivation for work. If workers gave a confident answer to this question, this hypothesis, on the contrary, would be questioned.
Answering the third question, four workers list mainly only the possible negative consequences of stopping work, and this gives reason to assume that his motivation to engage in the relevant type of activity is quite strong.
But, on the part of one employee, positive consequences of stopping this type of activity were named and it can be assumed that the client’s motivation is not strong enough, but one employee did not decide on the answer.
Finally, to the fourth question, four workers answered “yes”, we can conclude that this type activity in itself is of little interest to the client. And for the rest of the employees the answer was “no,” but the conclusion that the activity was “uninteresting” cannot be clearly drawn.
Having found out the reality of the first of the above reasons, or rather the presence of positive motivation for activity, we can then move on to find out the second reason - distraction or the presence of competing motivation.
The effectiveness of this possible cause is determined in the following way. Employees are asked if at this moment in time, in the current period of his life, they have any other problems that do not allow him to fully concentrate on the task, in connection with which he complains of decreased performance. (adj., table 3.).After the survey, it turns out that there are such problems, but not everyone has them; this will mean that these problems are a possible reason for the decrease in the client’s performance. If employees do not have other problems, such an assumption is unlikely.
Unfavorable emotional states: frustration, apathy and others - are identified as a possible cause of decreased performance as follows.
First of all, these emotional states can be identified simply by carefully observing the employee's behavior during the consultation. If during a conversation the employee is constantly in a state of heightened emotional excitement and psychological stress, then it is quite possible to assume that he is in the same state during the work in which his performance decreases.
Such questions could be, for example, the following:
“What emotions do you usually experience while working: positive or negative?”
“Do you worry about anything when you work? If so, what exactly?”
Lack of confidence in one's success as a possible cause of decreased performance or the presence of negative expectations (expectations of failure) associated with the work performed is identified by a number of signs. First of all, based on the employee’s answers to questions like:
“Is your work going well?”
“Do you believe that you will ultimately succeed?”
Self-doubt as a cause of decreased performance can be identified by the client’s behavior and his answers to relevant questions.
If an employee behaves confidently enough, if he answers questions asked to him with the same confidence, then this is the basis for the assumption that such confidence is characteristic of him at work.
If the employee does not behave confidently enough and also does not quite confidently answer the questions asked to him, then we can conclude that lack of self-confidence is probably characteristic of him at work.
However, in the latter case, the employee’s uncertainty, as a hypothesis,
requires additional check and independent confirmation. This confirmation can be provided by the employee’s answers to the following questions:
“Do you always feel confident enough when you do your work?”
“Do you believe that you can succeed in this job?”
If the client answers “yes” to these questions, then the hypothesis of uncertainty as a character trait should probably be rejected. If the client’s answers to them are “no,” then such a hypothesis will be quite probable.
If the reason for the decrease in performance is purely
physiological nature, unfavorable state of the body, then the employee should still be given some recommendations psychological properties, since a certain influence on physical condition psychological factors influence a person.
First of all, what you need to keep in mind here is that positive emotions increase, and negative emotions decrease a person’s performance. Therefore, it is necessary to strive to ensure that the work evokes predominantly positive emotions in a person and, as far as possible, excludes negative emotional experiences.
It should also be remembered that fatigue is easier to prevent than to eliminate once it has already occurred.
For this reason, to maintain performance for enough time high level it is important to take care of the creation optimal mode work. This regime is to prevent the occurrence of a pronounced condition physical fatigue, taking frequent, short rest breaks during work, designed for sufficient fast recovery strength
One more thing important rule on this score it says: people usually get more tired not from the work that they have already completed, but from the work that they should have done, but for one reason or another did not manage to do it on time. Consequently, when planning your work for the day or planning to complete a certain amount of work over a period of time, it is necessary to include in it only what will definitely and under all circumstances be completed by the given deadline.
Decreased performance
If the causes of depression are quite difficult to determine, then when a person’s performance decreases, the reasons, as a rule, are not so many and they are easily recognizable. Let's consider these reasons along with the recommendations that a consulting psychologist could offer to a client in connection with them.
Reason 1. Physical fatigue of a person. As a cause of decreased performance, it mainly acts in cases where a person for a long time have to perform work that requires significant physical exertion. These are mainly various types of heavy physical labor, which are quite rare in modern conditions.
In this case, to prevent fatigue, one should rationally organize a physical activity regimen, thinking it over in such a way that a person rests, restoring his performance even before he has obvious signs of physical fatigue.
The client can achieve this in the following way. Observe his work for a sufficient period of time and try to understand when, after prolonged physical activity, he first begins to notice noticeable signs of fatigue. Having recorded the time intervals at which they regularly appear, it will be necessary to reduce the time of continuous operation by approximately 3–5 minutes, i.e. make intervals between moments of physical work such that during them obvious signs of fatigue do not appear.
We must always remember that during heavy physical work, in any case, it is better to take frequent but short rest breaks than one long and sufficiently long break. As a result, a person will be able to significantly increase his physical performance, and at the same time he will be much less tired.
Reason 2. Illness or physical illness can also cause a decrease in a person's performance. This reason appears when any normal physiological functions in the body are disrupted. Their change can be stated if the clinical examination of the client really confirms this fact.
Let us note, however, that simply a person’s poor health, including physical health, is not a sufficient basis for drawing a conclusion about the existence of this reason, since a physical condition of this kind can be generated in a client by the socio-psychological reasons indicated below.
If socio-psychological causes of decreased performance are identified, the client is advised to rest, but if complete rest is not possible, then reduce physical and psychological stress to a minimum for a while.
True, such recommendations are generally only suitable for people who are not accustomed to heavy loads. As for those who are accustomed to significant loads in life and for whom they are normal, a sharp reduction in loads cannot be recommended for them, since a quick and significant change in their usual lifestyle can cause negative consequences for them. For such persons, physical activity, even during a period of malaise, should remain quite large, but feasible.
The load should be adjusted by the client himself according to his own well-being. Self-regulation will allow him to maintain his performance at a high level.
Reason 3. Monotonous work can also lead to a decrease in a person's performance. Such work creates a state of fatigue and reduces a person’s performance, not because it is unbearable and difficult for him, but because of its purely psychological fatigue. This is a very common factor in decreased performance, which practically occurs in all people, regardless of what they have to do in life, since any type of work can contain elements of monotony and, therefore, lead to fatigue.
A practical solution to the problem of increasing performance in this case is to minimize monotony in human activity, to make it as varied and interesting as possible. To do this, you need to carefully analyze what a given person does during the day, think through his life schedule in such a way that the conditions and nature of work change more or less systematically. As for determining the time intervals during which a person’s work can remain monotonous, to clarify them it is advisable to use the recommendations already made when discussing the first reason.
The optimal mode of operation is one in which significant mental stress in some periods of time alternates for a person with average or weak physical activity in other periods of time, and vice versa: significant physical activity at some moments of activity they are accompanied by average or weak mental stress at other moments of human activity.
Note that it is not recommended to simultaneously combine strong or weak physical activity with the same mental stress, since in this case, strong stress of one type or another can themselves cause fatigue. Weak mental and physical stress does not contribute to switching attention from one type of activity to another.
The task of alternating mental and physical stress comes down to ensuring that, while restoring a person’s performance in one type of activity, he does not tire him out in another type of activity.
Reason 4. The next reason for decreased performance may be work that is simply not interesting for a person. Here, the problem of maintaining performance at the proper level is mainly of a motivational nature and, therefore, a means of increasing a person’s performance concerns enhancing the motivation of his activities.
Let's look at how this could be done practically. But first of all, let’s find out what really influences a person’s motivation. Let's use the following formula for this:
M.d. = N.z.p. X V.u.n.z.p. x O. u.n.z.p. + D.p. X V.u.d.p. X O.u.d.p.,
M.d. – motivation of activity,
N.z.p. – the most significant need associated with this activity,
V.u.n.z.p. – the likelihood of satisfying the most significant need for the relevant type of activity,
O.u.n.z.p. – expectation of satisfying this need in this type of activity,
D.p. – other human needs that can be satisfied through this type of activity,
V.u.d.p. – the likelihood of satisfying other human needs in this type of activity,
O.u.d.p. – expectation of satisfaction of other human needs in a given type of activity.
Let us consider the general principles of applying this formula to solving the problem of increasing motivation for human activity that interests us.
M.d. – this is the strength of a person’s real desire to engage in the relevant type of activity. The more M.D., the higher a person’s performance, and vice versa, the less M.D., the lower a person's performance. The main way to increase and maintain human performance is, accordingly, to strengthen M.d.
What does the motivation of activity depend on? First of all, it depends on the strength of the most significant need that can be satisfied with the help of this type of activity. In the above formula, the strength of the corresponding need is indicated as N.z.p.(most significant need). If engaging in an appropriate type of activity meets this human need, then this will maintain the person’s interest in the activity and, therefore, maintain his performance.
But, unfortunately, this is not always the case, and it often turns out that one, the most significant need to maintain interest in an activity is not enough. Then the motivation of activity must be strengthened by involving other motives and human needs in the management of activity, which can also be satisfied with the help of appropriate activities. There may be several such needs, and they are indicated by the abbreviation in the above formula D.p.(other needs).
In addition to the needs themselves, motivation may be influenced by additional factors, such as the likelihood of need satisfaction and the expectation that in a given situation the corresponding needs will actually be satisfied.
Man is a rational being, and every time he takes specific actions, he is guided by certain motives and evaluates how much his needs can really be satisfied.
If they can be fully satisfied, then his interest in activities and, consequently, his performance will be the highest. If, when starting an activity, a person does not count in advance on the full satisfaction of current needs in the given conditions, then his interest in the activity and, accordingly, his performance in it will be much lower than in the first case.
The same goes for expecting success. With a 100% expectation of success, the motivation for activity will be stronger than with a partial expectation of success. Both – the likelihood of need satisfaction and the expectation of success – can be treated as the most significant need (V.u.n.z.p. And O.u.n.z.p.), and to other needs (V.u.d.p. And O.u.d.p.).
Let's now look at specific example, how a psychologist-consultant can practically use this formula. Let’s say that a client comes to a psychologist and complains that he has been doing creative work for a long time, but in lately His performance has decreased significantly. Let us also assume that all the other previously considered reasons for the decline in performance were not discovered in the process of consulting work with this client, and only one, last reason remained, associated with a possible lack of motivation for activity.
Then the consulting psychologist will have to begin developing this particular version of the cause and work with the client according to the following plan. For example:
1. In a conversation with the client, try to understand for yourself and, in addition, help the client understand the needs for the satisfaction of which he is engaged in this type of activity, where the decrease in his performance occurred. The counselor and client will need to work together to determine why the client's performance has decreased.
It is possible that this happened because engaging in the relevant type of activity at a given point in time no longer fully satisfies the client’s needs. For example, it could happen that previously this person (he may be a scientist, writer, engineer or artist) received quite decent fees for the results of his creative work, but now his creative work has actually depreciated.
2. Together with the client, try to find new, additional incentives in his work. Such incentives could be other motives and needs that he has not yet thought about and which could well be satisfied by this type of activity.
In order to practically find these additional motives, it is necessary to determine for what purpose, in addition to satisfying the main need, the client is ready to engage in the same type of activity that he is currently engaged in. Having found and indicated such motives to the client, it is necessary to rebuild the hierarchy of his needs, which underlies the corresponding activity, so that the top level in it is now occupied by new motives and needs.
Psychologically this means that you need to change or give new meaning previous activities. If, for example, it turns out that previously the client was engaged in creative work mainly for the sake of earning money, then for prestige, recognition from the people around him, then now it is necessary to try to convince him that self-respect can mean no less to a person than prestige and earnings. By convincing the client of this, you can further restore his performance through increased motivation and increased internal interest in creative work
3. The third desirable step towards increasing motivation is to review with the client the conditions of his life and prove that in reality the client has a much better chance of satisfying his most significant and other needs through appropriate activities than he previously thought that his expectation of success is objectively higher than he previously assumed.
In our example, this means the following: explain to the client that with the help of his creative work you can not only earn more, but also ensure that he is respected more and that he values himself more highly as a person.
When consulting a client on these issues, the psychologist, together with him, must find ways and draw the client’s attention to how best to achieve the desired result. In practical terms, in relation to, for example, a creative person who has lost his ability to work, this, in particular, means that together with him it is necessary to develop a specific, very realistic plan for such practical actions, designed for the near future, the implementation of which should restore and increase the lost efficiency client.
Reason 5. The next possible reason for a decrease in performance may be the client’s unpleasant experiences associated with events and affairs in his life that are not directly related to the work he is currently performing.
This reason is usually not directly related to the activity in which a person is engaged, and, therefore, ways to eliminate it lie beyond the regulation of motivation or the content of the corresponding activity.
The conclusion about the existence of a given reason for a decrease in performance in a client is reached if, during a conversation with him, the presence of none of the previously discussed reasons is confirmed. However, for an unmistakable conclusion that such a cause is actually active, direct confirmation of the fact of its existence is necessary.
This can be done, for example, as a result of analyzing the client’s answers to the following questions (they are usually asked to the client after it has been firmly established that the reasons described above are not really valid):
What happened in your life before or at the time when you really felt that your performance began to decline?
What reaction did this event evoke in you?
What did you do yourself to cope with the problem that arose?
Did you manage to solve this problem? If it failed, then why?
If in the client’s answers to these questions it turns out that some significant events in his life have really happened recently, if, in addition, it turns out that among these events there were very unpleasant ones that gave rise to long-term, negative experiences in the client, if, finally , it turns out that the client tried to cope with them, but could not, and the corresponding problems have not yet been resolved, then from all this it follows that the discussed reason for the decrease in performance really exists. In this case, together with the client, it will be necessary to begin to find a way to solve it and eliminate the corresponding cause.
Decreased performance- this is a discrepancy between the results of an activity and the efforts that are expended on it, and the fatigue that this activity causes.
If a person has really worked hard, then a temporary decrease in performance is natural and is due to the need psychophysical recovery. A decrease in endurance and performance outside of exercise is considered pathological; it can be determined by the action of a number of factors and internal processes:
Our clinic has subject matter experts for this disease.
(3 specialists)
2. Factors influencing decreased performance
1. Systemic physiological factors:
- deterioration in oxygen supply to cells due to increased viscosity blood or capillary disorders;
- active education excessive amount free radicals in muscles; weakened immune system;
- disturbances in the functioning of the nervous system due to psycho-emotional overload.
- infectious diseases of acute and chronic course;
- somatic diseases.
2. External factors, reducing performance:
- lack of sleep;
- Not balanced diet;
- insufficient intake of vitamins into the body;
- taking alcohol, nicotine or other toxic substances.
3. Stages of performing any work
It is normal to perform any work or physical exercise, intellectual and mechanical labor include several stages:
- Adaptation. The beginning of any activity occurs with volitional effort, and in the first 20-30 minutes, performance increases as the body adapts to the loads;
- Compensation. Long period of high performance. As you get tired, maximum performance is maintained by volitional effort for up to two hours.
- Unsustainable compensation. Against the background of objective signs of fatigue, performance either decreases or returns to its maximum level. The duration of this period varies greatly and depends on the type of activity, the nature and intensity of the load;
- Decreased performance. Intense decline in endurance. Subjective feeling severe fatigue. Ineffectiveness of volitional support for continuing activities.
This scheme of inclusion in work and implementation of activities can to a large extent be disrupted under the influence of external and internal factors. For many people, decreased performance occurs regularly throughout the day (morning, evening, lunchtime). There are also seasonal fluctuations in performance.
If we consider the entire life span of a person as the period under study, then low performance in childhood and old age is natural, and the peak of performance occurs in early and middle adulthood.
However, it has been noticed that many people, even in old age in some types of activities, performance remains above average (intellectual or creative potential, long-term endurance when performing monotonous operations, ability to concentrate).
We can talk about an abnormal decrease in performance in cases where the following phenomenon is repeated over a long period: the peak of activity does not provide the results that were usually observed under similar loads, or their achievement requires a significantly greater investment of time and effort. You should definitely pay attention to a long-term decrease in performance, because Chronic increasing fatigue serves as a symptom-harbinger of a number of somatic and mental illness. So, for example, oncological diseases avalanche-like reduction in performance and endurance, and severe clinical depression may manifest itself as complaints about a lack of strength and internal energy.
Against the background of physical inactivity and decreased physical activity modern man is subjected to colossal psycho-emotional and (especially) information loads, for which he is evolutionarily unprepared. Even in the absence of diseases, varied diet and the desire to maintain physical fitness - there are frequent cases of decreased performance and vital tone in general. Syndrome chronic fatigue develops in a peculiar way vicious circle“, since the objective inability to perform (at the same level of productivity) functions familiar to a person entails a completely natural decrease in mood, self-esteem, motivation and, as a secondary consequence, a decline in performance.
4. Risk factors for developing chronic fatigue syndrome
- an exaggerated sense of responsibility that does not allow one to “disconnect” from work even on weekends or on vacation;
- disturbances in the cycle of activity - relaxation, prolonged work without days off or vacations;
- changes blood pressure, weather dependence;
- problems in personal life;
- chronic distress;
- neglect healthy regimen life; chaotic alternation of meals, sleep; inability to devote at least any time to hobbies and hobbies, communication with loved ones;
- misunderstanding, loneliness, isolation;
- excessive immersion in virtual world, fading interest in real life against the backdrop of increasing dependence on remote communication and media.
The cause of a persistent decline in performance can be a variety of factors, but in any case, this should not be taken lightly. Regardless of whether the cause was physical illness or external environment, changes in well-being such as apathy, lack of interest in work, decreased attention, loss of interest in favorite things and activities, physical weakness and rapid fatigue - signal the need to revise the lifestyle and make adjustments to the work and rest regime, revise the system of values and priorities. If such a correction does not bring results, it is imperative to seek medical help.
Not every person is able to constantly experience vigor and sufficient performance. Some deterioration general well-being Happens to each of us from time to time. And this is completely natural, because our body is not a machine, and from time to time the processes occurring in it may be disrupted. However, if you constantly experience poor health, you should not ignore it. Let's talk on this page www.site about what a decrease in performance is, we'll look at the symptoms of such disorders on the mental and physical plane in a little more detail.
Decline mental performance
A decrease in mental performance can make itself felt in many of the most different symptoms.
Patients with this problem usually complain of significant loss of concentration. It is difficult for them to do any work, since they simply cannot concentrate on the task at hand. Such people suffer from increased absent-mindedness and inattention. Their memory is significantly reduced.
General capacity at mental load decreases, and to compensate for it, a person has to make pronounced volitional efforts. Also, with a decrease in mental performance, patients complain of a significant decrease physical strength, they may develop sleep disorders.
Decreased physical performance. Symptoms
In general, a decrease in physical performance is accompanied by the same manifestations as a decrease in mental performance. The severity of such a disorder may vary depending on its stage. In addition to the symptoms already described, a decrease in physical performance may be accompanied by impaired muscle strength and painful sensations in the muscles. With pronounced physical fatigue the patient’s physical performance indicators decrease, and the activity of the cardiovascular, respiratory, and also may change for the worse muscular system.
Why might there be a decrease in the body's performance?
The most common cause of such disorders is overwork. If you tend to overwork, put a lot of stress on your body and bring yourself to the point of collapsing from fatigue, then a decrease in performance is completely normal phenomenon.
In addition, quite often a person’s ability to perform mental or physical work decreases due to illness or physical illness. This disorder may be due to lack of sleep, especially if the lack of sleep is chronic nature. Of course, deterioration in performance may occur when unbalanced diet if the body receives insufficient quantity vitamin and minerals, calories, etc. Among other things, experts say that similar violation may occur when a person takes alcoholic drinks, when smoking or exposure to other toxic elements.
Thus, a permanent decrease in mental and physical performance can occur against the background of exposure to the most various factors. And under no circumstances should such a symptom be left unattended.
Correction of decreased mental and physical performance
To stop the decline in mental and physical performance, you must first change your lifestyle.
The patient is strongly recommended to sleep at least seven hours a day, and it is worth falling asleep not at midnight, but at least a couple of hours before it. It is advisable to go to bed at the same time, as well as force yourself to wake up.
Extremely important role plays a complete and balanced diet, saturating the body with all the nutrients it needs (vitamins, minerals, amino acids, fats and other particles). It would be a good idea to include B vitamins, vitamin E and vitamin C in your diet. multivitamin complexes.
Try to calculate your strength and reduce the load on the body. Don't waste energy or try to accomplish more than you can. Reduce the stress on yourself at home and at work.
Try to correct the flow of information that pours into you every day. Do not clog your brain with unnecessary and even harmful information.
Take walks more often fresh air and be sure to go out into the sun. Also learn to avoid stress or deal with it correctly.
Of course, if a person has any diseases, it is necessary to take measures to treat them. Otherwise, restoration of functionality is impossible.
Traditional treatment
Folk remedies will help cope with a decrease in mental and physical performance. But you should not consider them as a cure for all diseases. Such medications can have a general strengthening effect.
Taking a honey-nut mixture has an excellent effect. Combine three hundred grams of honey with one hundred grams of well-chopped nuts and freshly squeezed juice from three lemons. Also add one hundred and fifty milliliters of aloe juice to this composition. Beat the resulting mixture with a blender. To achieve a positive effect, you need to take the medicine a teaspoon three times a day, about half an hour before meals.
Also positive effect gives the intake of adaptogen plants: ginseng, Eleutherococcus, Leuzea safflower, Schisandra, etc. Medicines based on them can be purchased at any pharmacy.
PERFORMANCE. REASONS AND TYPES OF ITS REDUCTION
In the process of production activities in the “man-machine-environment” system, the most vulnerable element is the person. artificial environment, chemical composition air, acceleration, noise and vibration - all this negatively affects a person’s well-being, causing him both latent fatigue and overwork. Injuries at enterprises are a cause for particular concern. Injuries occur as a result of repetitive movements and overexertion, causing occupational occipito-cervical and musculoskeletal disorders. Injuries often become epidemic, putting up to 15-20% of workers at risk. The US National Institute for Occupational Safety and Health lists work-related injuries as one of the top 10 hazards facing people at work. Inconvenient workstations and tools are the main culprits industrial injuries and occupational diseases.
For physical and mental state people at work are also affected by stressful situations that arise when a number of components are combined.
Let us list the factors influencing the creation stressful situation:
Environment (social and physical environment at work and in free time);
Organizational factors(leadership style);
Individual factors(personal qualities).
Ergonomics faces the problem of designing systems focused on the user, his experience, knowledge, and qualifications. Among the main issues that should be taken into account are the organization of working conditions depending on gender (“ergonomics” women's work"), highlighting ergonomic design for the elderly and disabled (in the workplace and in the environment).
In ergonomics, performance is considered as a person’s potential ability to perform labor activity within a given time and with a given efficiency.
The concept of working capacity is psychophysiological; it differs from the concept of working capacity, which reflects the physical state of health.
If the ability to work is already limited, then it is necessary to establish the degree of loss of working ability (20%, 50%, etc.). The composition of the group of people with limited ability to work is very heterogeneous in terms of age, type and degree of damage, social status etc. Thus, a decrease in working capacity by 50-100% occurs in 18.8% of the group, by 30-50% in 3.2%, while working capacity does not decrease in 37%. This is expressed in levels social activity- from zero to relative activity, when a person seeks to continue available work or social form activities, conducts active image life.
The manifestations of performance include:
General level: human potential;
Current Status: the real level of performance, varying depending on the phases of its dynamics, as well as various external and internal factors.
When characterizing general level performance The standard is usually taken as the average data of adults healthy men at normal health and well-being in a favorable phase of performance dynamics - 2-3 hours after the start of the shift, on days 2-3 of the weekly cycle.
There are five groups of factors influencing performance:
1st group- due to the characteristics of a growing organism, acceleration problems; functional resources lag behind morphological ones, therefore the level of performance of adolescents and young men is lower than that of adults;
2nd group- due to age characteristics elderly people; age-related decline the body's functional abilities begin after 45 years;
3rd group- associated with anatomical and physiological characteristics female body, causing a decrease in the level of performance of women compared to the standard (especially when physical labor);
4th group- associated with individual characteristics body (constitutional features, fitness). It refers to the state physiological norm and therefore the decrease in labor capabilities in this case is moderate and does not lead to loss of ability to work;
5th group- pathological changes in the body - both chronic (permanent decrease in performance) and acute (temporary impairment of performance).
When developing ergonomic principles for organizing the work of disabled people, it is necessary to rely on the qualification of the defect and the associated psychophysiological characteristics of this category of persons. It is advisable to consider defectological changes at several interrelated levels:
Corrective measures involve increasing the capabilities of a weakened function by special measures(vision - with lenses, hearing correction - using hearing aid etc.). These tools are universal, but are not related to the characteristics of a specific activity. For many other types of violations, special means are used - various kinds devices in the workplace that correct one or another weakened function. TO special means Corrections for low vision include changing lighting and color range in the workplace, the brightness of light sources, the color of the room, etc. Such a corrective direction does not require significant transformations of the means of labor, making the labor process accessible to humans even without its radical restructuring.
Another direction is associated with a radical restructuring of the labor process itself and with a projective ergonomic approach to organizing the activity itself for persons with disabilities. Projective approach involves restructuring the entire labor process, preserving only its purpose and results of activity.
Thus, manual control of a car for a disabled person entails a radical restructuring of the controls and their layout.
The main direction in organizing the work of disabled people is the design of new technical means compensation of various defects based on the replacement of lost functions while relying on preserved functions. In addition to designing such tools, it is necessary to organize a training system for people with disabilities in their use (Fig. 84).
