Department of Industrial Engineering & Innovation Sciences

Human Performance Management

People are most comfortable and productive in their work when it is organized in a humane way, taking not only technical and control requirements but also human needs and aspirations into account.

At HPM we support organizations to optimize the full potential of their core asset: people

Organizations can only excel when their employees are prepared to do their utmost (for the organization). In our view, management’s function is to create optimal conditions for employees so they can thrive. By means of aligning technological, social, organizational and personal factors, excellent performance can be achieved. Human Performance Management (HPM) at TU/e develops scientific knowledge and tests theories that uncover and explain psychological processes contributing to performance at the organizational, team and individual level. By examining the ‘people factor’ in operational and innovation processes, HPM aims to ensure that employees can help in bringing organizational strategies to fruition in the most rewarding and efficient way possible.

Working with or against the machine? Optimizing human-robot collaboration in logistic warehouses

Robots have entered our workplaces, and are there to stay! However, the fear that robotization will strip all motivating aspects of jobs or will lead to massive job loss is widespread. To make workers embrace rather than resist robots, and maintain their well-being in an increasingly robotized work environment, it is important to pay attention to human factors in the implementation of advanced robotics in the workplace. 

Meet some of our Researchers

Improving the use of decision support systems

Forecast adjustments are an indispensable component of the sales forecasting process, yet what is the most effective and efficient method to make these adjustments? By analyzing how planners adjust statistical sales forecasts (> 100.000 observations in various organizations), we identify the strengths and weaknesses of planners and use this knowledge in order to redesign how planners should make forecast adjustments. Follow-up studies reveal that streamlining this process indeed significantly minimizes the forecasting error, thus improving inventory levels and profits. These results demonstrate that using the strengths of human decision-makers (while avoiding their weaknesses) can greatly improve the effectiveness of important operational processes.