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Human Factors and social aspects in the Fourth Industrial Revolution

  • Human Factors and social aspects of Fourth Industrial Revolution

Human Robot Collaboration

In many production environments safe interaction between humans and robots has been implemented. Dedicated literature provides a valuable lesson about the importance of the human element in new technologies design. Data from various reports highlight that nearly 50–75% of implementations of new technologies have failed in terms of quality, flexibility, and reliability due to neglecting the human factors. In order for effective Human Robot Collaboration to be taken up by industry, beyond safety aspects, organizations need to investigate acceptability and feedback from users in a holistic way and how smart systems are designed to improve the quality of the job performed and to increase flexible production, thus finding a suitable trade-off between safety, comfort and productivity. Organizations need to identify human-related barriers and facilitators for the uptake of smart systems including robot technology in industrial environments such as ergonomics, user experience, comfort, trust, feeling of safety and control over the system, and liability in modern production facilities, taking into account age and gender aspects.

Social and organizational impact of technological transformations

Since the second industrial revolution, organizations have been focused on jobs as the primary means of getting work done. But today we are witnessing a reversal of this trend as technology allows organizations to deconstruct jobs into tasks that can be dispersed both inside and outside the organization so that work can be accomplished in the most efficient and effective way. Employers now have a plurality of means for getting work done including employees, talent on a platform, contingent workers as well as artificial intelligence and robotics. To uncover the opportunities this transformation presents, organizations need to understand effects of technological transformations (such as automation, robotization and digitalisation) on employment, workers’ wellbeing and social inclusion and identify strategies to enhance trust and acceptance regarding the use of disruptive technologies.

Leadership and Teamwork Training

In high-risk organizations, there are some operations that need to be performed in groups. Factors important to carry out safety critical operations in teams are effective communication, shared situation awareness, monitoring performance, and backing-up team members, among others. Leadership is a key variable in this equation. Our research interests concern both teams and team leaders, studying ways to boost team performance, reducing errors and adverse outcomes.

Human Factors and VR/AR

Virtual Reality (VR) and Augmented Reality (AR) can be used to test people's interaction with different technological design concepts. This way, potential end users are able to experience and form an attitude about the different designs before they are really implemented. We can use VR and AR to test user acceptance and other attitudes regarding the technologies experienced through VR and AR.
Moreover, we can use VR and AR to deliver trainings that would be too dangerous in real environments or that would require unavailable resources.