Ergonomics in Design: The Quarterly of Human Factors Applications

Office workers spend a large part of their workday sitting down. Too much sitting seems bad for people’s health and puts them at risk for premature death. Workstation alternatives that allow desk work to be done while standing, walking, biking, or stepping reduce the total time spent sitting without affecting work performance much. Moreover, these alternatives seem acceptable to users. Future research is needed to determine long-term effects and whether results apply to different working populations. Ergonomists play an important role in developing recommendations for the setup and use of alternative workstations and in improving their feasibility.

The new trend in office ergonomics is installing dynamic workstations that include sit-to-stand tables, treadmills, stationary bicycles, and exercise balls. The question is whether it is worth the investment to try to reduce musculoskeletal pain via these dynamic workstations. Postural change is good, but the most effective workstation seems to be the sit-to-stand table with respect to reducing discomfort suffered by office workers. Treadmills and cycle workstations do have the ability to increase energy expenditure and heart rate and thus are potentially beneficial in addressing obesity that results from sedentary work. For all outcomes, the key is to periodically get up and move around.

Active workstations, such as treadmill and sit-to-stand workstations, enable office employees to break prolonged sitting with bouts of light-intensity walking and/or standing. Compared with sitting, walking and/or standing accumulated during the workday using these workstations will increase muscle contractions, which may influence blood flow, energy expenditure, metabolism, musculoskeletal health, and brain function. Physiological responses when using treadmill and sit-to-stand workstations may vary due to differences in muscle contraction type (dynamic vs. static) and may thus affect cardio-metabolic and musculoskeletal health and brain function in different ways.

There has been a major shift toward office workstations that accommodate standing postures. This shift is attributable to negative health and musculoskeletal issues from sedentary exposures. However, changing exposures from sitting to standing does not eliminate these issues, as evidence indicates prolonged standing also induces problems. Reducing seated exposure and rotating frequently between sitting and standing has been shown to result in positive health outcomes, reduced discomfort, and increased work performance. Implementing sit-stand workstations has promise to mitigate work-related health issues, if the users are provided with training that includes accommodations for individual work patterns and preferences.

Although laboratory studies demonstrate increases in energy expenditure with the use of treadmill workstations, effectiveness and efficiency studies demonstrating improved energy expenditure in real workplaces have yet to build the evidence to support use of such workstations. Psychosocial barriers to using treadmill workstations are related to communication (noise and hierarchy), need for motivation, peer pressure, and adaptation that might affect performance. Answers to questions such as whether the institution is willing to pay more to acquire very-low-noise devices, whether it is able to tolerate low use of treadmills, and whether vendors exist with no-hassle return policies may help in properly implementing treadmill workstations.

Following contextual design, we identified motivational and social aspects, as well as environmental factors of desk-based office workplaces, that contribute to sedentary behavior in the workplace. Through 10 full-day work observations, we gathered detailed qualitative data on why and when workers sit and unveiled tacit knowledge about habits and physical workplace layouts that favor prolonged sitting, complementing the mostly quantitative research done in the field. Developing social motivations for standing and walking, distributing frequently used objects to require more walking, and reducing the attractiveness of sitting turned out to be key drivers for reducing and interrupting sedentary behavior.

An active workplace, operationally defined as a company that deploys an organizational strategy designed to encourage movement and minimize sedentary time during the workday, may benefit from more engaged employees and less productivity loss, providing benefits for both workers and the company. Evidence of effectiveness supports the introduction of programs that reduce prolonged sitting time and increase movement and activity. This article highlights the need for companies to intentionally address sedentary behavior at work and base the approach for doing so on best-practice design principles that will increase the chances for successful solutions.