A Synthesis of Sociotechnical Principles for System Design

Imanghaliyeva, Amangul A.; Thompson, Pauline; Salmon, Paul M.; Stanton, Neville A.

doi:10.1007/978-3-030-20227-9_63

Cited by 6 publications

(1 citation statement)

References 36 publications

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“…In turn, STS theory dates to the 1940s, emerging from the studies of the Tavistock in the UK coal mines, which concluded that the best performance resulted from the joint optimization of the technical and social sub-systems, rather than improving one in detriment to the other (Trist, 1981). Afterwards, several principles and guidelines for STSs functioning, design and assessment have been proposed and tested in different settings (Imanghaliyeva et al ., 2019; Baxter and Sommerville, 2011; Clegg, 2000). A common STSs application has been assessing why new technologies do not deliver the expected results due to neglecting social aspects (Sony and Naik, 2020).…”

Section: Background and Hypothesesmentioning

confidence: 99%

Shop floor performance feedback, employee's motivation and engagement: study of a beverage distribution company

Marodin

Tortorella

Saurin

et al. 2023

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PurposeThis paper aims at examining how different types of shop floor performance feedback affect employee motivation and engagement. Based on this dataset, the authors analyzed the relationship between five types of performance feedback (safety, quality, productivity, improvement and individual performance) and three types of human-related outputs (motivation, role clarity and engagement) in light of socio-technical systems theory.Design/methodology/approachThe authors designed a survey instrument and collected data from 492 employees of a large beverage distribution company. The authors used robust construct validity tests and multiple regression analysis to test the hypotheses.FindingsThe findings indicated significant positive effects of feedback on overall production, improvements and individual performance on all human-related outputs. In turn, safety and quality performance feedback had no statistically significant impact in motivation or engagement. These findings highlight the mixed nature of the impact of performance feedback on human-related outputs that have been neglected in the literature.Originality/valueThe joint analysis of the social and technical portion of performance feedback is unusual despite its clear relevance, which characterizes an original contribution of the authors’ work. Although previous literature supports the effect of performance feedback on motivation and engagement, previous studies have not tested how different types of feedback affect those social constructs.

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