MaM gtr' s GW/k to Workplace Erg onomics Management 3. leadership 0 (4) All person nel give examples of management 's commitment to can active crgonomks. 0 (3) of personnel can give examples of management' s active commiancnt to Majority ergonomics. 0 Some can of to personnel give examples management's active commitment (2) ergonomics. 0 Some evidence exists is commincd ergonomics. th.at.management (1) to 0 appear management Ergonomics docs not be a value or significant concern . (0) to 4. example Management report management the rules and addresses 0 Personnel always follows ergonomic (4) principles. 0 (3) Management follows the rules and usually addrcs ergonomic issues. 0 (2) Management follows the rules addresses ergonomic issues. occasionally and 0 (1) Management generally appears follow basic ergonomic principles. to 0 Management does appear follow basic ergonomic principles . (0) to not Employee involvement 5. 0 personnel ownership in ergonomics program and active have the describe their (4) All roles. 0 (3) of personnel feel have a positive impact on identifying Majority they and resolving ergonomics issues. feel they have a positive impact on identifying resolving 0 (2) Some personnel and ergooomics issues. 0 will Employees frequently feel that their ergonomic input not consideJUI (1) be by supervision. 0 (0) Employee involvement ergonomic issues is not encouraged or rewarded.. in 6. erpnomic responsibilities Aaigned 0 (4) All personnel can explain what performance is expected of them and all clements appear be assigned. to 0 (3) All pcrson.oel can explain what performance is expected of them . can explain performance them . Some what is cxpccu:d of 0 (2) personnel G .Evidence exists that performance expectations arc generally spelled out for all (1) personnel
MaM gtr' s GW/k to Workplace Erg onomics 3. Management leadership 0 (4) All person nel can give examples of management 's active commitment to crgonomks. 0 (3) Majority of personnel can give examples of management' s active commiancnt to ergonomics. 0 (2) Some personnel can give examples of management's active commitment to ergonomics. 0 (1) Some evidence exists th.at.management is commincd to ergonomics. 0 (0) Ergonomics docs not appear to be a management value or significant concern . 4. Management example 0 (4) Personnel report management always follows the rules and addresses ergonomic principles. 0 (3) Management follows the rules and usually addrcs ergonomic issues. 0 (2) Management follows the rules and occasionally addresses ergonomic issues. 0 (1) Management generally appears to follow basic ergonomic principles. 0 (0) Management does not appear to follow basic ergonomic principles . 5. Employee involvement 0 (4) All personnel have ownership in the ergonomics program and describe their active roles. 0 (3) Majority of personnel feel they have a positive impact on identifying and resolving ergonomics issues. 0 (2) Some personnel feel they have a positive impact on identifying and resolving ergooomics issues. 0 (1) Employees frequently feel that their ergonomic input will not be consideJUI by supervision. 0 (0) Employee involvement in ergonomic issues is not encouraged or rewarded.. 6. Aaigned erpnomic responsibilities 0 (4) All personnel can explain what performance is expected of them and all clements appear to be assigned. 0 (3) All pcrson.oel can explain what performance is expected of them . 0 (2) Some personnel can explain what performance is cxpccu:d of them . G (1) .Evidence exists that performance expectations arc generally spelled out for all personnel