Contribution of ergonomics and human factors to sustainable development: a systematic literature review.

Although a significant amount of research has already been published, the field of ergonomics/human factors and sustainability (E/HF-S) has not yet been systematically profiled based on recent studies. Conducting a systematic review of the literature, this article aims: (i) to identify the main emergent research themes in this subject area and (ii) to provide future directions for applied research and practice on E/HF-S. Six emergent research themes were identified in this literature allowing for a proposal to synthesise the main concepts related to E/HF-S. However, it was noted that there are still relatively few empirical papers which assess the models being developed or that apply E/HF principles to sustainability challenges. Thus, this paper identifies the opportunities for practical application related to E/HF-S. The last part of the paper explores the E/HF-S opportunities using an external framework; the United Nations' sustainable development goals.Practitioner summary: The field of ergonomics/human factors and sustainability (E/HF-S) has not yet been organised by recent studies. Conducting a systematic review of the literature, this article identifies the main emergent research themes in this subject area, and it provides future direction for applied research and practice on E/HF-S.Abbreviations: ACE: activity-centred ergonomics; E/HF: ergonomics/human factors; E/HFS: ergonomics/human factors and sustainability; IEA: International Ergonomics Association; PRISMA: Preferred Reporting Items for Systematic Reviews and Meta-Analyses; SDG: Sustainable Development Goal.

Reflexões psicanalíticas sobre a resistência à mudança organizacional / Psychoanalytic reflections about resistance to organizational change / Reflexiones psicoanalíticas sobre la resistencia al cambio organizacional

Este artigo visa discutir a resistência à mudança enquanto fenômeno não racional. Objetivando refletir sobre o tema por um enfoque diferenciado, buscou-se analisar de que forma o inconsciente humano faz os gestores adotarem posturas reativas à mudança organizacional mesmo ela sendo imprescindível à sobrevivência das organizações. Sustentando-se em pesquisas bibliográficas de cunho psicanalítico e sociológico, este artigo estabelece uma hipótese central de que é possível considerar o comportamento resistente dos gestores como reflexo externo de lutas internas que ocorrem nestes indivíduos. As pesquisas realizadas mostraram indícios favoráveis a essa hipótese. Grande parte do comportamento dos gestores é resultante de angústias interiorizadas e reprimidas, que vão desde o medo da aniquilação até os modos de pensar que simbolizam o seu núcleo identitário. Os resultados apontam para a superficialidade das abordagens predominantes acerca do tema e promovem a abertura de caminhos para novos estudos que poderão ser realizados.

This study aims to discuss resistance to change as a non-rational phenomenon. Aiming to consider the theme through a different focus, the study sought to analyze how the human unconscious makes managers adopt reactive behaviors to organizational change even though it is indispensable for organizational survival. Based on bibliographic research, both psychoanalytic and sociological, this study is based on a central hypothesis that the resistant behavior of managers can be considered as external reflections of internal conflicts occurring in these individuals. The studies carried out presented favorable arguments for this hypothesis. In large part, the managers' behavior resulted from internalized and repressed anxieties, ranging between a fear of obsolescence and ways of thinking that symbolize their core identity. The results point to the superficiality of the predominant approaches to the theme and encourage opening paths to new research studies that might be undertaken.

Este artículo pretende discutir la resistencia al cambio en tanto un fenómeno no racional. Con el objetivo de reflexionar sobre el tema desde un enfoque diferenciado, se trató de analizar de qué manera el inconsciente humano hace que los gestores adopten posiciones reaccionarias al cambio organizacional aunque este sea imprescindible para la supervivencia de las organizaciones. Basándose en una investigación bibliográfica de orientación psicoanalítica y sociológica, el presente artículo parte de la hipótesis de que es posible considerar el comportamiento resistente de los gestores como reflejo externo de luchas internas que ocurren en estos individuos. Las investigaciones realizadas mostraron evidencias en favor de esta hipótesis. Gran parte del comportamiento de los gestores es resultado de angustias interiorizadas y reprimidas, que van desde el temor de la aniquilación hasta formas de pensamiento que simbolizan su núcleo de identidad. Los resultados señalan la superficialidad de los enfoques predominantes acerca del tema y promueven la apertura de caminos hacia nuevos estudios que podrán ser realizados.