The ability of non-ergonomists in the health care setting to make manual handling risk assessments and implement changes

The health care setting presents particular risks from manual handling and it is known that training in manual handling techniques is ineffective in r educing these risks when used as a stand-alone measure. The 'Manual Handlin g Operations Regulations 1992' requires employers to consider hazardous man ual handling, advising the use of an ergonomics approach. However, it is no t known how well-equipped non-ergonomists in the health care setting are to deal with this approach. Therefore, the ability of non-ergonomists to make manual handling risk assessments, with or without additional training, and to implement changes to the work environment was investigated. Twenty-five pairs of subjects from a broad cross section of departments in a busy teac hing hospital were studied; training and a guide book were provided for one of each pair and the guide book only for the other. Subjects then independ ently prioritised three tasks in their department and undertook a full asse ssment of a specified task. All work was repeated by an ergonomist and the subjects' assessments were scored in comparison with the ergonomist. Each d epartment was followed up after six months to assess progress with implemen ting recommendations. Trends in the data indicated that both groups appeare d able to identify hazards though not necessarily to prioritise the tasks. The trained group tended to score better in assessments although wide varia tion existed within both groups and inter-group differences were not signif icant at the 5% level. Approximately half of staff assessments were conside red 'adequate' to 'very good', in comparison with the ergonomist. Implement ation of assessment recommendations ranged from nil to almost full complian ce. Incomplete implementation seemed to be related to an apparent confusion in some departments over who was responsible for making changes, a lack of finances for changes and overstretched managers having other priorities. ( C) 1999 Elsevier Science Ltd. All rights reserved.