Despite the importance of reducing work-related musculoskeletal disorders, there appears to have been little evaluation of routine ergonomics consultancy interventions aimed at reducing risks leading to these conditions. In many instances, the effectiveness of advice depends on organisations accepting and implementing measures recommended, involving changes of both individual and collective behaviour. Behaviour change theory, developed elsewhere, suggests that if change is to take place, recipients need to hold positive attitudes and beliefs relating to the desirable behaviour. To investigate the extent to which this is accommodated by current ergonomics consultancy practices, 14 ergonomics consultants were interviewed to explore the consultancy process from which recommendations are developed, exploring the factors that are assessed by consultants, perceived barriers to promoting change, and the extent to which evaluation of outcomes takes place. Consultants' recommendations generally focused on physical aspects of the work environment and did not take explicit account of employees' knowledge or attitudes. Little evaluation of outcomes was conducted by the consultants interviewed. Implications of these findings for improving the efficacy of interventions to reduce work-related musculoskeletal disorders within organisations are discussed.
Copyright 2004 Elsevier Ltd.