This article reviews models of causation for RSI. Emphasis is now being placed
on a psychosocial explanation of causation. It is suggested that Australian
managers have difficulty addressing the RSI problem at a psychosocial level. Two
reasons are put foward to account for this perceived difficulty. Both are related
to basic management education. A direct result of this lack of basic management
education has been the growth of mechanistic and adversarial HRM practices that
are best demonstrated by the mismatch between the exposed emotions of many
Australian managers and the emphasis placed on ergonomic principles in the
prevention of RSI.
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