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Tempo ewolucji środowiska pracy zwiększa się – również pod względem form zatrudnienia. Zmiany te sprawiają, że współczesna definicja „pracy” odbiega coraz bardziej od tradycyjnej. W artykule omówiono różne koncepcje nowych form pracy, ich występowanie w ramach polskiego rynku pracy oraz możliwe skutki w kontekście psychospołecznych warunków pracy, dla zdrowia i samopoczucia osób pracujących.

W ostatnich latach szczególną uwagę poświęca się dobrostanowi pracowników, a także interwencjom, których celem jest utrzymywanie bądź poprawa tegoż dobrostanu. Dotychczasowe badania wykazały, że jednym ze sposobów utrzymywania lub poprawy zdrowia i samopoczucia pracowników jest budowanie ich zasobów psychologicznych. Celem artykułu jest przedstawienie skutecznych interwencji zmierzających ku budowaniu zasobu osobistego, jakim jest kapitał psychologiczny. W artykule przedstawiono typologię interwencji organizacyjnych oraz omówiono model interwencji rozwijającej kapitał psychologiczny pracowników. Następnie opisano przykłady oddziaływań opartych na tych założeniach oraz wiele innych interwencji, które są skuteczne w rozwijaniu kapitału psychologicznego i podnoszą poziom dobrostanu pracowników.

This article focuses on methods and tools to measure worker satisfaction with reference to industrial automation. Despite technological advances in automation, the role of human workers on industrial shop floors remains crucial. To promote humans' roles, production systems should be designed and organized so workers are valued and get satisfactory jobs. The article presents a novel holistic model of worker satisfaction with adaptive automation and working conditions. The model takes into account psychosocial and physical working conditions and the characteristics of the automation system the worker interacts with and its user interface. We propose a questionnaire to be used as a practical tool to assess worker satisfaction with industrial automation, considering also the case of adaptive automation. The proposed version of the questionnaire is the result of pilot testing carried out among shop floor operators and takes into account adjustments derived from end-user feedback.

W artykule przedstawiono wyniki analizy jakości wykonywania zadań koordynacji dwuręcznej. Badania przeprowadzono na czterech grupach zróżnicowanych ze względu na płeć i wiek (20-30 lat i 60-67 lat). Badani wykonywali zadania koordynacji dwuręcznej opracowane w CIOP-PIB oraz testy zawarte w Wiedeńskim Systemie Testów. Wyniki pokazują znaczące różnice w wartościach wskaźników jakości sterowania pomiędzy grupą osób młodszych a grupą osób starszych. Silniejsze zróżnicowanie zaobserwowano w zadaniach koordynacji dwuręcznej. Większe różnice występują także ze względu na wiek niż ze względu na płeć.

Previous research has shown that challenge and hindrance job demands show different effects on employees’ wellbeing and performance. Moreover, it has been demonstrated that employees’ subjective appraisal of job demands as challenges and hindrances may vary: they can be appraised as challenges or hindrances or both. Subjective appraisal of job demands was found to be also related to employees’ wellbeing and productivity. However, little is known about predictors of the appraisals of job demands made by employees. The aim of the study was to identify predictors of such appraisals among job and individual resources. Cross-sectional research was carried out among 426 IT, healthcare and public transport employees. COPSOQ II scales were used to measure job demands (emotional, quantitative, cognitive demands, work pace and role conflicts) and job resources (influence at work, possibilities for development, vertical and horizontal trust), single questions were used to measure employees’ subjective appraisals of job demands as hindrances and challenges, and PCQ was used to measure psychological capital. Multiple hierarchical regression analyses showed that only horizontal trust predicted the appraisal of job demands as challenges, and vertical trust predicted the appraisal of job demands as hindrances among four analysed job resources. Individual resource–psychological capital–predicted only the appraisal of job demands as challenges. Control variables–occupation, age and job demands also played a significant role in predicting the appraisal of job demands. Implications and future directions are discussed.

Aim: Workers who are satisfied with their job are the cornerstones of healthy and productive companies. This study investigated factors associated with job satisfaction in the general working population. Methods: From the 2010 round of the Danish Work Environment Cohort Study, currently employed wage earners (N=10,427) replied to questions about work, lifestyle and health. Multinomial logistic regression controlled for sex, age, job group, smoking, body mass index, chronic disease and general health assessed the association between work factors and job satisfaction (very satisfied and satisfied, respectively, with unsatisfied as reference). Results: Psychosocial work factors - social support from superiors, social support from colleagues and influence at work - had the strongest association with job satisfaction. For example, for high social support from superiors, the odds ratio (OR) for being very satisfied with the job was 12.35 (95% confidence interval [CI] 8.71-17.51). With sedentary work as reference, the OR for being very satisfied with the job for 'standing and walking work that is not strenuous' was 1.57 (95% CI 1.06-2.33), while the opposite was seen for 'heavy and strenuous work' with an OR of 0.34 (95% CI 0.18-0.62). Only two out of five types of workplace health-promotion offers (physical exercise and healthy diet) were associated with job satisfaction. For example, for offers of physical exercise the OR for being very satisfied with the job was 1.84 (95% CI 1.33-2.55). Conclusions: While psychosocial work factors and to some extent physical work demands are important for job satisfaction, workplace health-promotion offers appear to play a minor role. © Associations of Public Health in the Nordic Countries Regions.

While modern production systems are becoming increasingly technologically advanced, the presence of human operators remains fundamental in industrial workplaces. To complement and enhance the capabilities of human workers, approaches based on adaptive automation have been introduced. They consist of adapting the behavior of the system according to the user’s capabilities and effort. In this article, we present a general holistic framework for adaptive automation, called INCLUSIVE, that assists the operator during working tasks. The system consists of three modules. First, a thorough characterization of the operator’s constitutional and situational condition is provided; based on this, properly tailored adaptation is given, and if necessary, further training and support are provided. The framework has been implemented and tested considering three industrial use cases, selected as representative of a wide area of interest for the industry in Europe, in terms of both production requirements and involved operators. Tests have been carried out in real production environments, considering real production tasks carried out by 53 shop-floor workers. Results have shown that workers’ satisfaction when using the INCLUSIVE system and their performances was increased with respect to customary interaction systems currently used in industries. Moreover, the achieved results were used to formulate a set of recommendations for the design and implementation of an adaptive interaction system in relation to ensuring worker satisfaction and system usability in an industrial environment, as well as performance requirements. Note to Practitioners —This article was motivated by the fact that, despite modern advanced automation, human operators are still central in the manufacturing process. However, technological progress often causes challenging interaction with complex industrial systems. The goal of this article is to introduce a complete framework for adaptive automation, with the ultimate goal of facilitating the interaction of human operators with complex industrial systems. The framework relies on three modules: measurement of human capabilities, the adaption of the interaction system, and additional teaching and support. The three modules are discussed at a high level, independently of the target application. Moreover, to facilitate their application in specific working contexts, examples are provided with respect to three different industrial applications. Results of tests carried out with shop-floor operators show that implementing the proposed framework allows better working performance and increases worker satisfaction with the use of automation.

The purpose of this article was to describe the concept of challenge and hindrance job demands. It discusses Cavanaugh et al.’s theory and reviews the literature on the impact of challenge and hindrance job demands on employees. In general, the review suggests that challenges are related positively and hindrances negatively with employees’ wellbeing, efficiency and job attitudes. However, the results are not unequivocal. It seems that individual perception - whether an employee perceives job demands as challenging or hindering - plays a crucial role in the relationship. The review also suggests that individual and psychosocial resources play an important role – as mediators and moderators – in the way that hindrances and challenges influence employees. This article also discusses directions of future research.

The aim of the paper was to analyze relationships between employees’ innovativeness and two groups of resources: individual wellbeing of employees and organizational workplace innovation. The results of a questionnaire survey conducted among 519 white-collar workers were obtained. Measurement variables were: employees innovativeness (dependent variable) and the following independent variables (hypothetical innovativeness predictors) – work engagement, meaning of work, job insecurity, symptoms of stress, job satisfaction and work ability, as well as the organizational workplace innovation. Hierarchical regression analysis has shown that various indicators of wellbeing are related to employees’ innovativeness in different ways. Work engagement, work ability and stress symptoms were positively, and meaning of work and job insecurity – negatively related with employees’ innovativeness. Two forms of workplace innovation were positively related with employees’ innovativeness: flexible work and organizing smarter. These organizational factors were strongly related with employees’ innovativeness than individual wellbeing. The interpretation of the results refers to the conversation of resources theory (Hobfoll, 2006) and the argument on two forms of wellbeing: eudemonic and hedonistic wellbeing (Warr and Inceoglu, 2012). Key words: innovativeness, wellbeing, resources, workplace innovation, eudemonic and hedonistic wellbeing

Introduction PEROSH stands for the Partnership for European Research in Occupational Safety and Health. One of the joint research projects run from the PEROSH network deals with Wellbeing at Work, within which scientific representatives from five European countries have developed a set of initiatives aimed at improving working lives. Methods In order to allow employers and workers to better understand the determinants of wellbeing at work, a model of wellbeing at work was developed, based on scientific knowledge, in three meetings which experts from different fields attended. Results The WellbeingTree was developed as both a visually attractive and interactive graphic, but also to allow better understanding of wellbeing issues, and their determinants, at work. The tree incorporates abstracts, studies and case studies gathered from the international Wellbeing at Work conferences, but also relies on literature reviews and original articles. The symbol of a tree was adopted because effects of optimising worker wellbeing can be represented as the tree’s fruits, and the roots of the tree were designed to represent the precursors, or antecedents, of wellbeing. The roots and branches thus give the user of the tree an opportunity to appreciate the wide variety of influences that may positively, or indeed negatively, influence wellbeing. A variety of sources of feedback about its usefulness have been received, and work is ongoing within PEROSH to develop these further. Discussion We are now developing the tree further graphically, and it will be populated over time with references to scientific studies and cases. An interactive, ‘clickable’ version will be developed for use by employers, where clicking on a particular area of the tree will display relevant content. Our European approach to worker wellbeing has successfully developed a tool that we believe will be a useful resource for all those with responsibility for wellbeing of workers.

The cultural and institutional context in Poland can influence patterns supportive for workplace innovation. Highlighting technological innovation only and neglecting the workplace improvement in the case of Poland is associated with low work engagement. It is recognized that one of the central aspects of workplace innovation is the active involvement of employees in the innovation process. Hence, we investigate the following research questions: What is the role of employees in the process of designing and implementing workplace innovation and change in Poland? What is the impact of formal and informal organisational structures in this process? The chapter uses a qualitative approach based on in depth interviews and focus groups to answer those questions. We conclude that interaction between the individual (employee) and the structural level (organisation) may result in a gradual destruction of innovation, because innovation processes in Polish companies seem contrary to what workplace innovation WPI) stands for: WPI stresses an engaging role for employees to succeed in innovation, while Polish companies seem to do the opposite.