Let's Work Together: A Meta-Analysis on Robot Design Features That Enable Successful Human-Robot Interaction at Work

Exploring the impact of human-robot interaction on workers' mental stress in collaborative assembly tasks

Advances in robotics have contributed to the prevalence of human-robot collaboration (HRC). However, working and interacting with collaborative robots in close proximity can be psychologically stressful. Therefore, understanding the impacts of human-robot interaction (HRI) on mental stress is crucial for enhancing workplace well-being. To this end, this study investigated how the HRI factors - presence, complexity, and modality - affect the psychological stress of workers. We employed both the NASA-Task Load Index for subjective assessment and physiological metrics including galvanic skin responses, electromyography, and heart rate for objective evaluation. An experimental setup was implemented in which human operators worked together with a collaborative robot on Lego assembly tasks, using different interaction paradigms including pressing buttons, showing hand gestures, and giving verbal commands. The results revealed that the introduction of interactions during HRC helped reduce mental stress and that complex interactions resulted in higher mental stress than simple interactions. Meanwhile, using hand gestures led to significantly higher mental stress than pressing buttons and verbal commands. The findings provided practical insights for mitigating mental stress in the workplace and promoting wellness in the era of HRC.

The positive-negative-competence (PNC) model of psychological responses to representations of robots

Robots are becoming an increasingly prominent part of society. Despite their growing importance, there exists no overarching model that synthesizes people's psychological reactions to robots and identifies what factors shape them. To address this, we created a taxonomy of affective, cognitive and behavioural processes in response to a comprehensive stimulus sample depicting robots from 28 domains of human activity (for example, education, hospitality and industry) and examined its individual difference predictors. Across seven studies that tested 9,274 UK and US participants recruited via online panels, we used a data-driven approach combining qualitative and quantitative techniques to develop the positive-negative-competence model, which categorizes all psychological processes in response to the stimulus sample into three dimensions: positive, negative and competence-related. We also established the main individual difference predictors of these dimensions and examined the mechanisms for each predictor. Overall, this research provides an in-depth understanding of psychological functioning regarding representations of robots.

OSH related risks and opportunities for industrial human-robot interaction: results from literature and practice

Robotic systems are an integral component of today's work place automation, especially in industrial settings. Due to technological advancements, we see new forms of human-robot interaction emerge which are related to different OSH risks and benefits. We present a multifaceted analysis of risks and opportunities regarding robotic systems in the context of task automation in the industrial sector. This includes the scientific perspective through literature review as well as the workers' expectations in form of use case evaluations. Based on the results, with regards to human-centred workplace design and occupational safety and health (OSH), implications for the practical application are derived and presented. For the literature review a selected subset of papers from a systematic review was extracted. Five systematic reviews and meta-analysis (492 primary studies) focused on the topic of task automation via robotic systems and OSH. These were extracted and categorised into physical, psychosocial and organisational factors based on an OSH-factors framework for advanced robotics developed for the European Agency for Safety and Health at Work (EU-OSHA). To assess the workers' perspective, 27 workers from three European manufacturing companies were asked about their expectations regarding benefits and challenges of robotic systems at their workplace. The answers were translated and categorised in accordance with the framework as well. The statements, both from literature and the survey were then analysed according to the qualitative content analysis, to gain additional insight into the underlying structure and trends in them. As a result, new categories were formed deductively. The analysis showed that the framework is capable to help categorise both findings from literature and worker survey into basic categories with good interrater reliability. Regarding the proposed subcategories however, it failed to reflect the complexity of the workers' expectations. The results of the worker evaluation as well as literature findings both predominantly highlight the psychosocial impact these systems may have on workers. Organisational risks or changes are underrepresented in both groups. Workers' initial expectations lean towards a positive impact.

An app-enhanced cognitive fitness training program for athletes: The rationale and validation protocol

The core dimensions of cognitive fitness, such as attention and cognitive control, are emerging through a transdisciplinary expert consensus on what has been termed the Cognitive Fitness Framework (CF2). These dimensions represent key drivers of cognitive performance under pressure across many occupations, from first responders to sport, performing arts and the military. The constructs forming the building blocks of CF2 come from the RDoC framework, an initiative of the US National Institute of Mental Health (NIMH) aimed at identifying the cognitive processes underlying normal and abnormal behavior. Similar to physical conditioning, cognitive fitness can be improved with deliberate practice. This paper reports the development of a prototype cognitive fitness training program for competitive athletes and the protocol for its evaluation. The program is focused on primary cognitive capacities and subtending skills for adjusting training rhythms and enhancing readiness for competition. The project is driven by the Australian Psychological Society's College of Sport & Exercise Psychology and includes the development of a Cognitive Gym program for a smartphone app-enhanced implementation. Its key building blocks are training protocols (drills) connected by a periodized training plan. A website with background supporting resources has also been developed as part of the project. National-level training squads will participate in a three-week pilot evaluation protocol, assessing the program's efficacy and usability through gamified cognitive assessment of participants' training gains and coaching staff evaluations, respectively. Both near and far transfer of training effects will be examined.

Behaviour of True Artificial Peers

Typical current assistance systems often take the form of optimised user interfaces between the user interest and the capabilities of the system. In contrast, a peer-like system should be capable of independent decision-making capabilities, which in turn require an understanding and knowledge of the current situation for performing a sensible decision-making process. We present a method for a system capable of interacting with their user to optimise their information-gathering task, while at the same time ensuring the necessary satisfaction with the system, so that the user may not be discouraged from further interaction. Based on this collected information, the system may then create and employ a specifically adapted rule-set base which is much closer to an intelligent companion than a typical technical user interface. A further aspect is the perception of the system as a trustworthy and understandable partner, allowing an empathetic understanding between the user and the system, leading to a closer integrated smart environment.

Employee-(ro)bot collaboration in service: an interdependence perspective

Purpose

Collaboration between frontline employees (FLEs) and frontline robots (FLRs) is expected to play a vital role in service delivery in these increasingly disrupted times. Firms are facing the challenge of designing effective FLE-FLR collaborations to enhance customer experience. This paper develops a framework to explore the potential of FLE-FLR collaboration through the lens of interdependence in customer service experience and advances research that specifically focuses on employee-robot team development.

Design/methodology/approach

This paper uses a conceptual approach rooted in the interdependence theory, team design, management, robotics and automation literature.

Findings

This paper proposes and defines the Frontline employee – Frontline robot interdependence (FLERI) concept based on three structural components of an interdependent relationship – joint goal, joint workflow and joint decision-making authority. It also provides propositions that outline the potential impact of FLERI on customer experience and employee performance, and outline several boundary conditions that could enhance or inhibit those effects.

Practical implications

Managerial insights into designing an employee-robot team in service delivery are provided.

Originality/value

This study is the first to propose a novel conceptual framework (FLERI) that focuses on the notion of human-robot collaboration in service settings.

Crisis Ahead? Why Human-Robot Interaction User Studies May Have Replicability Problems and Directions for Improvement

There is a confidence crisis in many scientific disciplines, in particular disciplines researching human behavior, as many effects of original experiments have not been replicated successfully in large-scale replication studies. While human-robot interaction (HRI) is an interdisciplinary research field, the study of human behavior, cognition and emotion in HRI plays also a vital part. Are HRI user studies facing the same problems as other fields and if so, what can be done to overcome them? In this article, we first give a short overview of the replicability crisis in behavioral sciences and its causes. In a second step, we estimate the replicability of HRI user studies mainly 1) by structural comparison of HRI research processes and practices with those of other disciplines with replicability issues, 2) by systematically reviewing meta-analyses of HRI user studies to identify parameters that are known to affect replicability, and 3) by summarizing first replication studies in HRI as direct evidence. Our findings suggest that HRI user studies often exhibit the same problems that caused the replicability crisis in many behavioral sciences, such as small sample sizes, lack of theory, or missing information in reported data. In order to improve the stability of future HRI research, we propose some statistical, methodological and social reforms. This article aims to provide a basis for further discussion and a potential outline for improvements in the field.

The future of leadership—How is leadership in small and medium-sized enterprises going to change?

This paper in the Journal Gruppe. Interaktion. Organisation. (GIO) addresses changes in leadership through digitalization and their consequences for leaders. For years, digitalization has been heralding changes such as increasing leadership at a distance or use of digital communication media. Small and medium-sized enterprises (SMEs) now face the task of coping with these changes and have to contend with major uncertainties: What are major determining trends for leaders in SMEs? Which changes will shape leadership and how will they change leadership tasks and success-critical behavior? In semi-structured interviews with seven experts from SMEs we have explored these questions. Trends expected by the experts describe changes in the organizational structures and in work within the company. Structurally, companies will become more agile and diverse, hierarchies will play a less strong role and companies will cooperate more closely with each other. Work will become more location-independent, more influenced by Big Data and many tasks will be made easier or taken over by technology. In relation to established models of leadership tasks and behavior, the experts see a clear shift in tasks in favor of managing human resources, including the development of employees through coaching and the transfer of responsibility. In addition to previous tasks, the experts see managing change as a new task area. This area consists of accompanying change, acting flexibly and agilely, communicating openly and transparently and allowing failure. With regard to changes in success-critical behavior, leaders have to show more strategy orientation, communicate clearly and be open to new ideas and further development.

Das LEaD-Kompetenzmodell – wirksam Führen im Kontext der digitalen Transformation

Dieser Beitrag der Zeitschrift Gruppe. Interaktion. Organisation. (GIO) stellt die Entwicklung, empirische Validierung und Anwendung des LEaD-Modells©1 (Leadership Effectiveness and Development) der Führung im Rahmen der digitalen Transformation vor. Die Auswahl und Entwicklung von Führungskräften und die dazu erforderliche evidenzbasierte Diagnostik von Führungskompetenzen stellen zentrale Herausforderungen einer modernen HR-Strategie dar, wie z. B. beidhändige Führung im Kontext der digitalen Transformation und entwicklungsorientierte Diagnostik. Im Kontext des digitalen Wandels ist „LEaD“ ein Instrument für Führungskräfte und HR-Spezialist*innen, um Transformationsprozesse durch gezieltes Kompetenzmanagement erfolgreich zu bewältigen und eine neue Führungskultur zu etablieren. Praktische Anwendungsbereiche des LEaD-Modells in Organisationen sind sowohl auf individueller (z. B. als Führungsfeedback mit Selbst- und Fremdeinschätzung) als auch organisationaler Ebene (z. B. Messung der Führungseffektivität) möglich.

Dieser Beitrag beschreibt das LEaD-Modell der Führung als einen evidenzbasierten Handlungsrahmen für Führungskräfte, der Diagnose- und Interventionsmaßnahmen bietet und damit einen wichtigen Beitrag zu einer nachhaltigen und lohnenswerten Investition in Führung leistet.