Psychological Research on Software Development

This book explores the behavioral perspectives of management in day to day life of an individual as well as decision makers. This book tries to relate behavioral factors in the purview of human resource, consumer behavior, investment and finance as well as organizational behavior as a whole. The chapter on behavioral study of human resource is the framework for supporting personnel to increase their non-public and organizational competencies, expertise and abilities specialty of converting or enhancing the understanding, capabilities, and attitudes of people. While the chapter on consumer behavior is complicated and dynamic approaches of determining what product to shop for, when to shop for, how to shop for, from wherein to shop for, a way to secure, a way to use, or a way to dispose to meet individuals, groups, or organization’s desires. The chapter on behavioral finance is to study and define the relationship of identified determinants with investment pattern and to explore the relationship of psychological factors influencing the investment decision makings with the returns through investments. The chapter on organizational behavior is the study of human behavior in the place of work, the relations between people and the organization with the aim to know and forecast human behavior. The accepting of person, group, and organizational behavior is important to accomplishment as a leader or an admirer, and it necessitate a methodical lesson to even begin to grasp all of the variables that impact behavior.

L'etude menee aupres des enfants d'un village rural sur la cote orientale de Dominique montre la relation entre le stress et la composition du groupe domestique (âge, sexe, relation intergenerationnelle, nombre de personnes). Les enfants vivant dans des foyers ou prendre soin d'eux est une attitude frequente et stable ont un niveau de cortisol modere contrairement aux enfants connaissant des evenements familiaux traumatiques

Organizational behavior is the study of human behavior in the place of work, the relations between people and the organization with the aim to know and forecast human behavior. The accepting of person, group, and organizational behavior is important to accomplishment as a leader or an admirer, and it necessitate a methodical lesson to even begin to grasp all of the variables that impact behavior. For being a good manager requires well-built interpersonal skills, as communication is vital, one ought to manage different types of resources: people, money, and time in order to achieve specific goals.

This article presents a theoretical framework for enhancing manufacturing productivity and safety by integrating cognitive ergonomics and artificial intelligence (AI). The framework addresses the critical gap in current research for a holistic approach to managing cognitive workload by proposing an integrated approach to managing cognitive workload and individual differences in modern manufacturing contexts. Despite the growing recognition of cognitive ergonomics, existing frameworks often fail to provide a unified model that incorporates AI and adaptive systems to optimize worker performance without negatively impacting mental workload or well-being. This paper proposes a comprehensive five-step theoretical framework integrating cognitive ergonomics principles, AI, and adaptive systems to optimize worker performance and productivity in manufacturing environments. The framework begins with assessing manufacturing operations and evaluates mental resource allocation to prevent overload. It optimizes cognitive and physical workload through real-time monitoring, integrates AI for dynamic task allocation, and establishes continuous feedback loops to adapt task demands, reduce errors, and enhance safety. This paper aims to contribute to developing predictive models for cognitive workload and tailored technologies for cognitive load reduction, filling a significant gap in existing research. The proposed framework provides a standardized approach to improving manufacturing operations by combining cognitive ergonomics with adaptive automation systems. Ultimately, it aims to promote worker well-being and performance, ensuring that AI and adaptive systems complement, rather than detract from, cognitive capacity while reducing cognitive workload, mental pressure, and performance declines in high-workload environments.

This paper describes the Human Factors design basis of an innovative educational furnishings system developed for the “Head Start Classroom of the Future”. The Human Factors contributions centered on: — the ergonomics of pre-school children, including sizing, reach, visual access and ability to manipulate the furnishings elements, — safety and hazards analyses for the construction of furnishings, materials and surface finishes selection, — design for children-computer interactions through a new type of computer furniture, — development of a ‘cognitive ergonomics’ for educational furnishings that assess how these support planned activities and opportunistic discovery play. The furnishings system is analogous to office landscaping systems that are flexible, modular in nature and adaptable to different facility settings. It is called a “Learning Landscape”, and it helps the classroom become a true active partner in the learning process

Environmental policy has long been determined by a dichotomy between technology and behavior. Some approaches stress the importance of technology and technological innovation, while others focus on behavioral change. Each approach has its limitations, however, since technology and behavior often appear so closely intertwined. Human behavior results not only from intentions and deliberate decisions, but also from its interaction with technological artifacts. In the area of traffic safety, for instance, people's driving behavior is determined as much by curves, speed bumps and the power of their motors as by considerations of safety and responsibility. How can we best describe and understand these interactions between behavior and technology? What conceptual frameworks and empirical studies are available, and how can they be integrated? And how can we bring these interactions to bear on product design and policy making? The book User Behavior and Technology Development explores these relationships between technology and behavior from an interdisciplinary perspective. This includes contributions from cognitive psychology, industrial design, public administration, marketing, sociology, ergonomics, science and technology studies, and philosophy. The book aims to create a conceptual basis for analyzing interactions between technology and behavior, and to provide insights that are relevant to technology design and environmental policy. © 2006 Springer. All rights reserved.

The discipline of organizational behaviour along with organizational theory and general management is essential in training of managers including those of public sector. However, it is a relatively new academic discipline for Russian higher education institutions. The article says that the main specific feature of this discipline is that it is founded on the complex of ideas and concepts belonging to various basic fields of knowledge. This, in its turn, poses a number of challenges in working up and delivering the course. Understanding of these problems is imperative, much of it is owed to the peculiarities of OB establishing as a separate research area in the 50-60ies of the last century. Therefore, the article rather comprehensively describes the establishment history of organizational studies in science and analyses the basic factors having the most significant influence on the process. Thus, the article gives a thorough consideration to a valuable contribution made by F. Taylor, who put forward a concept of scientific management; M. Weber, known as a founder of the bureaucratic form of organization, clearly differentiating between managers and executors; A. Fayol, who maintained his attitude towards the division of labour – practices assigning people with special tasks to their best ability; E. Mayo, who proposed the idea that social environment at work significantly affected productivity; K. Levin, who considered it was person’s personality as well as his/her environment that determined human behaviour. These scholars, first, contributed to grasping the idea that behaviour at work was shaped by a set of individual, group and organizational factors, second, with organizational behaviour studies generalized, to establishing a unified science. Extensive researches carried out, with the conclusions published in the article known as the “Gordon and Howell” report in 1959, were the key factors in establishing of OB as a science. Thus, it’s underlined that the present-day OB is a science generated from various social disciplines (psychology, social psychology, political science and anthropology). Thus, interdisciplinary character of OB presents one of the main challenges – while working out the organizational behaviour course, a teacher should adjust his/her approach and develop his/her area of competence in comparison to his/her basic education, and should ensure balance in core constituent elements representation, when describing phenomena and concepts of organizational behaviour. Otherwise, the course might turn into a summary of the “Psychology of Management” or the “Sociology of Management”, and might not fulfill its integrative function. Hereafter the article scrutinizes a list of topics studied by OB and concludes that there is a wide range of OB issues, even simple enumeration of the crucial issues proves it: individual behaviour management, group management, organizational process management, motivation of employees, organizational culture establishing. Thus, another challenge is being set forth – comprehensive presentation of all the aspects of this discipline in a study course poses a rather challenging task. Third challenge, from the author’s perspective, manifests itself in a fact that contemporary organizational theory studies both various types of organizational behaviour and manifold versions of organizational behaviour as well as means of interpreting them. For the most part it is determined by diversity of approaches to organizational theory in psychology, sociology and other behavioral sciences. Thus, psychological science distinguishes between at least six markedly different methodological aspects. The article pays most ttention to the methodology of individual differences, behavioural, non-behavioural and psychoanalytical approaches. Sociological and social nthropological approaches, which are the basics for interpretation of organizational behaviour variation, encompass much more – nine, at least. Taking into account the abovementioned, the author formulates the forth challenge – how to share extensive knowledge acquired in the area of OB as a managerial science, within managerial education study course in higher education institution and avoid conceptual narrowness resulting from teacher’s commitment to one or another approach. Lastly, we approached the fifth challenge. It is determined by the fact that OB rests upon the researches enriching the discipline of organizational behaviour. Unfortunately, in present-day Russia this discipline represents a “calque” from the American model. Both theoretical and practical researches in various aspects of organizational behaviour in Russian institutions are indispensable to overcome this drawback. Moreover, it is crucial to disclose national specifics of human behaviour at work and opportunity to apply it in order to increase productivity. In support of the abovementioned, the author produces the results of the research conducted in the early nineties in Russia. This research is grounded on the approach to analysis of differences between nations, suggested by G. Hofstede, and goal of the research was – to determine how the Russian national culture affects human behaviour in an institution.

Humans often share roles and aim to achieve a group goal based on sociality, which is the tendency to spontaneously involve oneself with others. Cognitive science, psychology, and neuroscience studies suggest that in such planned coordination, adjusting one's own actions based on other roles is crucial for high task performance. However, the mechanisms of complex and dynamically planned coordination, such as non-verbal group behavior with three or more members, remain to be fully investigated. This study introduced a coordinated drawing task in a triad, quantitatively analyzed non-verbal group behavior based on sharing heterogeneous roles, and investigated an important role. Participant triads engaged in the task repeatedly by operating reels to change thread tensions and moving a pen connected to the three threads to draw an equilateral triangle. Then, the three roles (pulling, relaxing, and adjusting) had to be shared. The pulling and relaxing roles served to move the pen as if an operator pulled it closer to the hand and to support the pen's movement, respectively. However, these roles alone could not draw a side considering the task specification. The adjusting role needed to change the tension flexibly and maintain an overall balance. In the experiment, we measured the pen positions and tensions, and established statistical models to fit the analyzed data. The results estimated that the action in the adjusting role was related to the improved performance of faster drawing on a side. This role may moderately intervene in the actions by the other roles and fine-tune without disturbing the pen's smooth movement while avoiding great pen deviation. Our findings may suggest the crucial role as a facilitator that handles resiliently in non-verbal coordinated behavior of a triad, and contribute to our understanding of social interactions.

Locus of control is an important variable for the explanation of human behavior in organizations . The nature of the concept, its measurement, and general evidence for its validity are discussed. Several hypotheses are presented involving the locus of control in an organizational context, and supporting evidence from applied studies is reviewed. Specifically, it is suggested that locus of control is related to motivation, effort, performance, satisfaction, perception of the job, compliance with authority, and supervisory style. Furthermore, locus of control may moderate the relation between incentives and motivation and between satisfaction and turnover. Little attention has been given to individual personality in research on job motivation and satisfaction. For the most part, the major theories in organizational psychology assume that the same basic processes account for behavior across all individuals and that situational characteristics cause predictable behavior across people.1 This article attempts to demonstrate the usefulness of personality in explaining human behavior in organizations and focuses on locus of control as it relates to behavior in organizational settings. The general theory of locus of control arose from observation and research in clinical psychology. Both the measurement and theory have been refined so that the concept is heuristically useful. Over two dozen studies of locus of control have been related specifically to attitudinal, motivational, and behavioral variables in organizational settings. One major task of this article is to integrate the general theory with the organizational findings.

A concern for individual differences has been missing from the Great Rationality Debate in cognitive science—the debate about how much irrationality to attribute to human cognition. There are individual differences in rational thinking that are less than perfectly correlated with individual differences in intelligence because intelligence and rationality occupy different conceptual locations in models of cognition. A tripartite extension of currently popular dual-process theories is presented in this chapter that illustrates how intelligence and rationality are theoretically separate concepts. The chapter concludes by showing how this tripartite model of mind, taken in the context of studies of individual differences, can help to resolve the Great Rationality Debate.

The desire of any organization is to have the entire staff working from the same playbook toward a common goal (i.e., “the championship”). Given individuals’ varying attitudes, beliefs, skills, and motivations, it’s a goal not easily achieved. Organizational Behavior in Sport Management, Second Edition, examines the individual, intrapersonal, interpersonal, and organizational processes fundamental to working within sport organizations, placing equal emphasis on what managers need to understand about human behavior and what each employee brings to the workplace. This updated second edition blends classical research in the field of organizational behavior with the latest knowledge and best practices in the field of sport management. Organized into four major parts—“the championship”). Given individuals’ varying attitudes, beliefs, skills, and motivations, it’s a goal not easily achieved. Organizational Behavior in Sport Organizations, Managing the Individual, Managing the Group, and Managing the Organization—the text provides a foundational and contemporary examination of the inner workings of sport organizations. It offers a deep study of how all who work in sport organizations—whether they are administrators, executives, employees, players, coaches, or volunteers—operate independently, and it explores how these individuals interact with each other in the work setting. Highlighted throughout the text are recent examples of how COVID-19; social movements; remote work; and diversity, equity, and inclusion initiatives have changed the nature of work and moved organizations to place greater emphasis on employees’ individual needs, desires, interests, empowerment, and satisfaction in their roles. In addition, numerous real-life examples from sport organizations in the United States and throughout the world provide practical application and underscore key concepts. Each chapter features In the Boardroom sidebars, discussion questions, and a case study designed to help illustrate particular topics and facilitate focused discussion in class. The case studies are also included in the instructor guide for ease of assigning to students. New to this edition, a test package, chapter quizzes, and presentation package will aid in classroom preparation. Organizational Behavior in Sport Management answers the key questions of why people do what they do at work, why others behave as they do, and how a person’s interpretation of events and behaviors is subject to their own biases. Students will gain an understanding of the most important organizational behavior concepts and a glimpse of how they might see themselves functioning in a sport organization today.

We review the impact of early adversities on the development of violence and antisocial behaviour in humans, and present three aetiological animal models of escalated rodent aggression, each disentangling the consequences of one particular adverse early-life factor. A review of the human data, as well as those obtained with the animal models of repeated maternal separation, post-weaning social isolation and peripubertal stress, clearly shows that adverse developmental conditions strongly affect aggressive behaviour displayed in adulthood, the emotional responses to social challenges and the neuronal mechanisms activated by conflict. Although similarities between models are evident, important differences were also noted, demonstrating that the behavioural, emotional and neuronal consequences of early adversities are to a large extent dependent on aetiological factors. These findings support recent theories on human aggression, which suggest that particular developmental trajectories lead to specific forms of aggressive behaviour and brain dysfunctions. However, dissecting the roles of particular aetiological factors in humans is difficult because these occur in various combinations; in addition, the neuroscientific tools employed in humans still lack the depth of analysis of those used in animal research. We suggest that the analytical approach of the rodent models presented here may be successfully used to complement human findings and to develop integrative models of the complex relationship between early adversity, brain development and aggressive behaviour.

The human actor is a main factor which results in marine accidents which has been recognized by the navigation system. And it has been a key problem how to control and reduce the marine accidents. In this paper, Goal Structure Notion (GSN) is adopted to analyze the marine accident and research the existent of various potential risk factors which are demonstrated from five factors of organization and management, environment, human, ship equipment and the regulations. The paper mainly studies the subsystems of the human factors framework, which consist of the physical and mental qualities protection factor, behavioral protection factor, education and training protection factor, human group behavior protection factor and work attitude protection factor. And some recommendations are putting forward to reduce the human factors.

Edinburgh has one of the highest concentrations of historic buildings in the UK outside of London, with more than 10,000 listed buildings and 50 conservation areas where modifications of properties are restricted for heritage conservation purposes. Like many cities, Edinburgh also has an ambitious net zero aspiration to significantly reduce average household electricity and gas consumption, which necessitates changes that may not be permitted in protected properties. This paper examines the interlinked human factor challenges to retrofitting protected historic residential properties in Edinburgh, using data from a 2023 City of Edinburgh Council public consultation on building heritage conservation and climate change adaptation. The study objective was to identify lever points where the human factor barriers can be lowered or removed to improve the rate and uptake of energy retrofits and climate adaptations by historic property-owners. The consultation was carried out as an online questionnaire survey and yielded 431 validated responses (n = 431). A mixed-method approach was used to unpack the data, where Likert-scale questions were statistically analysed and open-ended questions were explored via thematic analysis. The results showed that whilst financial cost is a major barrier for historic property-owners to improve the energy efficiency and climate change resilience of their homes (as indicated by 70% of all respondents), other human factors in the planning process and wider construction industry also contribute to the larger national challenge of retrofitting and adapting the historic building stock. Over half of all respondents (55%) indicated that the process of applying for permission is a major barrier, followed by the availability of tradespeople (35%), and the difficulty seeking agreement with neighbours (32%), specifically for flat owners – who also face more types of climate-related issues in their properties than do detached and terraced homeowners. Of note is the layered accessibility issues to typical historic homeowners’ retrofit journey suggested by thematic analysis – from difficulty in identifying the most appropriate and cost-effective works needed for their properties, to trouble understanding regulations and planning jargons, to user experience problems with the permission application filing process, to difficulty finding reputable and qualified contractors. Many of these issues in turn increase the overall financial cost of the retrofit and the time it required to carry out the work, creating a vicious cycle in cognitive ergonomics that amplifies the “hassle” factor that inevitably comes with any home-improvement projects. But more importantly, these barriers contribute to Edinburgh residents’ overall negative perception of retrofitting or adapting historic residential properties, and an erosion of trust of the local authority, leading to both potential loss of heritage architectural characteristics (through noncompliance) and lagging rate of old buildings needing energy retrofits (through owner avoidance).

Background: Manufacturing organizations have adopted Industry 4.0 and introduced digital technologies to improve productivity and efficiency, as well as support sustainability goals as presented in Industry 5.0. Adopting digital technology will require employees to interact with these technologies to improve performance, enhance safety, and meet productivity goals. When integrating digital technologies into manufacturing work systems, it is critical to identify and mitigate risks to employee well-being. Method: The author conducted a systematic literature review focusing on a human factors and ergonomics (HF/E) approach to examine how studies measure employee well-being when introducing digital technologies. Results: Approximately 75% of the studies focus on physical and cognitive ergonomics, which evaluate the design of specific digital technologies and measure the physical risks and mental load impact on employee well-being. The studies also show that many widely accepted evaluation methodologies and tools exist to examine the physical and cognitive ergonomic aspects. However, limited research in organizational ergonomics considers the socio-technical systems in which employees interact. As a result, there are limited frameworks that provide comprehensive HF/E guidance on evaluating, designing, and implementing digital technologies to support employee well-being. Conclusions: Future research could benefit from more empirical research on the impacts of organizational human factors and ergonomic strategies on employee well-being. This includes identifying standardized methods and key organizational factors that support employee well-being. Additionally, as organizations increasingly implement digital technologies and seek to focus on worker well-being, further research would benefit from a comprehensive examination of physical, cognitive, and organizational ergonomic aspects.