Studies on Innovative Practices
Edited by Mattias Elg, Per- Erik Ellström, Magnus Klofsten and Malin Tillmar
Chapter 2: Subsidiarity in the organization – a key issue to prevent psychosocial risks
Psychosocial risks may be considered the consequence of specific weaknesses of some individuals who cannot stand the ‘normal requirements’ of organizations or as the pathology of organizations who cannot cope with the requirements of human subjectivity. The aims of this chapter are (1) to sum up a standpoint of activity ergonomics (Daniellou, 2005) on psychosocial risks as a consequence of impossible debates between different views of ‘doing one’s job well’; (2) to illustrate it with different outcomes of lean production on health and efficiency, depending on the organizational background; (3) to present possible intervention methods to deal with psychosocial risks in organizations. Many authors (for example, Petit and Dugué, 2012; Clot, 2013) emphasize the relation between health and the possibility for the worker to do one’s job well. This position refers to the foundation of activity ergonomics (Guérin et al., 2006), which is the discrepancy between prescribed and real work. In any production situation, some elements have been anticipated, calculated and integrated in the design of technical devices and the organization, by using general, technological knowledge about the products and processes.
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