Thesis (M.S.)--University of Wisconsin--Madison, 1982. / Typescript. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references (leaves 58-62).

This study investigated the effects of night work on performance efficiency. Night work is generally acknowledged to impair performance, yet much research has contradicted this assertion. The feasibility of including brief periods of physical activity to stimulate arousal within mentally demanding work shifts was also evaluated. Thirty six postgraduate volunteers were assigned to either the cognitive tasks (CT) or cognitive and motor tasks (CMT) group. All subjects performed three psycho-motor tests, using the Vienna Test System, at midday and midnight. The CMT group performed a short cycling activity before each test. Heart rate responses served as physiological measures, the Perceived Strain Scale was used to quantify individual perceptions of strain and performance efficiency was assessed in terms of speed and accuracy. Although several trends were apparent, no significant differences (p < 0.05) were revealed with respect to the three performance variables between the midday and midnight test sessions, or between the CT and CMT subjects, other than the higher heart rates recorded in the CMT group. In summary, neither time of day nor physical activity were found to affect performance within the controlled environment of this study.

published_or_final_version / Mathematics / Master / Master of Philosophy

Thesis (M.S.)--University of Michigan, 1976.

Thesis (M. Phil.)--University of Hong Kong, 1997. / Includes bibliographical references (leaf 91-95).

Thesis (M.Phil.)--University of Hong Kong, 1997. / Includes bibliographical references (leaf 91-95) Also available in print.

Thesis (M.S.)--University of Michigan, 1976.

No description available.

Thesis (MTech (Human Resources Management))--Cape Peninsula University of Technology, 2006 / Many people work shifts because of socio-economic considerations and for them stopping shift work is not a realistic option. Shift work can have a negative impact on the health and well being of workers. The reason for this is that in every individual's body there are many rhythms/cycles, which are designed for daytime work. When these rhythms are disrupted as in nightime work, they need time to adjust so that they may all function as one. These rhythms do not adjust instantaneously; therefore the impact on the body is negative. This in turn, leads to a reduction in performance attentiveness, as well as an increase in the risk of accidents and injuries. Most shift workers do not know how to adjust their lifestyle to minimise the negative effects of working around the clock as companies do not provide the required programmes for their well being, thus increasing the chance of suffering from stress. If this is so, then, not only will the well being of the individual or employee be disrupted, but so too will productivity, as well as the profits of the business. This therefore means that shift work could in the end diminish the economic gain it was designed to create. "A tailor-made shift system should be a compromise between the employer's goals, the wishes of employees, and ergonomic recommendations for the design of shift systems" (Knauth, 1997:21). According to Ahasan (2002:09): "Currently there is little information available in the literature that supports the effective design of shift schedules, which offer effective productivity levels, while maintaining the health and safety of shift workers", It therefore has to be realised that there is no ideal shift system, which is going to fully meet an organisations needs, as well as the well being, social and family needs of each and every single employee within the organisation. Employers and employees can work together in order to learn how to identify and control shift work hazards. Also, employees need to learn how to cope better with the demands of their work schedule. Due to the many disruptions encountered in their personal life, social life and physical well being, the existence of stressrelated illnesses is increased in shift workers. Employers may pick up signs of stress when the following factors are monitored on a regular basis, as well as investigated if and when variances occur:

by Kenneth Wing Chung Tang. / Thesis (M.Phil.)--Chinese University of Hong Kong, 1995. / Includes bibliographical references (leaves 64-65). / LIST OF TABLES --- p.vi / LIST OF FIGURES --- p.vii / Chapter 1. --- INTRODUCTION --- p.1 / Chapter 1.1 --- Staff Scheduling Overview --- p.2 / Chapter 1.1.1 --- Days-off scheduling --- p.7 / Chapter 1.1.2 --- Shift Scheduling --- p.8 / Chapter 1.1.3 --- Tour Scheduling --- p.9 / Chapter 1.2 --- Outline of The Work of The Thesis --- p.11 / Chapter 2. --- NETWORK MODEL FOR STAFF SCHEDULING --- p.13 / Chapter 2.1 --- The Basic Network Model --- p.13 / Chapter 2.1.1 --- General Idea --- p.13 / Chapter 2.1.2 --- Modeling Precedent Relationship Constraints by Arcs --- p.15 / Chapter 2.1.3 --- Modeling Shift Stretch Constraints by Nodes --- p.16 / Chapter 2.1.4 --- Modeling to Handle Side Constraints --- p.17 / Chapter 2.1.5 --- Mathematical Model --- p.21 / Chapter 2.2 --- Solving The Network Model With Side Constraints --- p.23 / Chapter 2.2.1 --- Basis Partitioning Network Simplex method --- p.23 / Chapter 2.2.2 --- A Two-Phase Heuristic for Schedules Construction --- p.29 / Chapter 3. --- APPLICA TION IN AN AIR CARGO TERMINAL --- p.55 / Chapter 3.1 --- Background And Problem Statement --- p.35 / Chapter 3.2 --- Generation of Staff Requirement Patterns --- p.38 / Chapter 3.3 --- A Typical Setting of Parameters --- p.41 / Chapter 3.4 --- Case One: Staff Requirement for Each Shift Is Fixed --- p.43 / Chapter 3.4.1 --- Conversion of hourly requirements to shift requirements --- p.43 / Chapter 3.4.2 --- Network Modeling --- p.44 / Chapter 3.4.3 --- An Example --- p.47 / Chapter 3.4.4 --- Computational result on different staff requirements --- p.49 / Chapter 3.5 --- Case Two: Staff Requirement for Each Shift Is Changing --- p.50 / Chapter 3.5.1 --- Network modeling --- p.51 / Chapter 3.5.2 --- An Example --- p.52 / Chapter 3.5.2.1 --- Overlapping shifts with one kind of break times --- p.54 / Chapter 3.5.2.2 --- Overlapping shifts with two kinds of break times --- p.56 / Chapter 3.5.2.3 --- Overtime work --- p.57 / Chapter 3.5.3 --- Computational results on different staff requirement patterns --- p.60 / Chapter 4. --- CONCLUSION --- p.62 / Chapter 5. --- BIBLIOGRAPHY --- p.64 / Chapter 6. --- APPENDIX --- p.66 / Chapter 6.1 --- Applying the heuristic to complete the incomplete schedules --- p.66 / Chapter 6.2 --- List of Schedules --- p.68 / Chapter 6.2.1 --- Terminologies --- p.68 / Chapter 6.2.2 --- The Optimal Schedules for Case One --- p.69 / Chapter 6.2.3 --- The Optimal Schedules for Case Two --- p.70 / Chapter 6.2.4 --- The Optimal Schedules with One-hour Break in One Shift --- p.71 / Chapter 6.2.5 --- The Optimal Schedules with Breaks after 4 and 3 Hours of Work --- p.72 / Chapter 6.2.6 --- The Optimal Schedules with Overtime Shifts --- p.73