Integrating Human Factors into Employee Scheduling in Manufacturing Organisations

Abstract Book of the 11th International Conference on Management, Economics and Finance

Year: 2026

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Integrating Human Factors into Employee Scheduling in Manufacturing Organisations

Carmel Izwela

ABSTRACT:

Employee scheduling remains one of the most important processes in a manufacturing organisation that directly affects the performance of an organisation, employees’ wellbeing and the efficiency of operations. Traditional scheduling practices (and most of the current literature) tend to be more concerned about production needs, labour availability, and resource utilisation and largely ignore several critical human factors like workload, mental workload, fatigue, and work ability. This has resulted in higher employee stress, employee burnout, absenteeism, decreased productivity, and a lower sense of job satisfaction. While there has been an increasing interest in the work systems that need to be designed for humans, few empirical studies have explored the potential of using human factors and human systems techniques when scheduling employees in manufacturing work systems. Moreover, current employee scheduling and human factors research are often limited to the domain of either of these areas, failing to offer any practice-oriented models that integrate workload, work ability, and employee well-being into decision-making for employee scheduling. This study aims to fill this gap by examining the extent to which the enhancement of human factors affects the scheduling outcome and employee performance in a manufacturing environment. The goal of the research is to expand the body of knowledge in the field of ergonomics and human-centred operations management in the manufacturing domain by determining the key relationships between workload, work ability and scheduling practices.
In this study, the relationship between human factors and employee scheduling in the manufacturing organisation in Johannesburg, South Africa, is investigated. A quantitative descriptive-correlation research design was used. A structured questionnaire, incorporating the Work Ability Index (WAI) and the NASA Task Load Index (NASA-TLX), was used to gather data from employees in the production, operations, logistics, and quality control departments. These tools were used to gain insights about employees’ work ability, their perception of workload, and the effect of physical and mental job demands on scheduling results.
Results showed that employee work ability and perceptions of their workload are key in scheduling effectiveness, and there is evidence that high physical and mental load demands are linked to lower levels of employee well-being and perceived work performance. In addition, the study highlights the need for practices that account for variations in employee capabilities and workload exposure, rather than relying solely on operational requirements. The results offer empirical evidence that supports the inclusion of human factors in scheduling decisions, as well as help in efforts to create more holistic approaches to employee scheduling that optimise both organisational performance and employee well-being. It also provides practical implications for manufacturing companies looking to evolve towards data-driven and human-centred schedules that enable sustainable productivity.

Keywords: Human-centred scheduling; Employee Scheduling; Human Factors; Manufacturing Operations; Employee Well-being; Organisational Performance