HARM overview and its application: some practical examples

The Hand Arm Risk Assessment Method (HARM 1.0) has been developed for occupational health officers to perform risk assessments of developing arm, neck or shoulder pain during hand arm tasks. The tool can also help in finding solutions for risk reduction and estimating their effect on the risk level. In this paper the status of affairs and the practical application of HARM is described. The usage of HARM is explained and illustrated with the risk assessment of a specific hand arm task. In addition, the experiences with the application of HARM by a stone factory in The Netherlands are described.     

Organizational Identification During a Merger: Determinants of Employees' Expected Identification With the New Organization*

In order to investigate the development of organizational identification during a merger, a quasi‐experimental case study was conducted on a pending merger of police organizations. The research was conducted among employees who would be directly involved in the merger and among indirectly involved employees. In contrast to earlier studies, organizational identification was measured as the expected identification prior to the merger. Five determinants were used to explain the employees' expected identification: (a) identification with the pre‐merger organization, (b) sense of continuity, (c) expected utility of the merger, (d) communication climate before the merger and (e) communication about the merger. The five determinants appeared to explain a considerable proportion of the variance of expected organizational identification. Results suggest that in order to obtain a strong identification with the soon‐to‐be‐merged organization, managers should pay extra attention to current departments with weaker social bonds as these are expected to identify the least with the new organization. The role of the communication variables differed between the two employee groups: communication about the merger only contributed to the organizational identification of directly involved employees; and communication climate only affected the identification of indirectly involved employees.