Achieving mass customization capability: the roles of flexible manufacturing competence and workforce management practices

Abstract

PurposeThe purpose of this study is to investigate the effects of flexible manufacturing competence (FMC) and workforce management practices (WMP) in facilitating the development of mass customization capability (MCC). More specifically, this research analyzes not only the direct effects of FMC and WMP on MCC but also the moderating effect of WMP on the relationship between FMC and MCC.Design/methodology/approachBuilding on the resource-based view, a research framework depicting the linkages among the variables of interest has been proposed. The examination of the proposed research model and hypotheses are conducted by applying partial least squares-structural equation modelling (PLS-SEM) on a dataset of Indian manufacturing organizations.FindingsThe findings suggest that both FMC and WMP significantly and positively affect the development of MCC. Also, the results show that the relationship between FMC and MCC is strengthened by the implementation of WMP.Practical implicationsThe study identifies several crucial practices for enhancement of flexible manufacturing competence and effective management of the workforce and also highlights the complementarities among them to develop superior MCC.Originality/valueWhile the research on the antecedent of MCC has increased substantially, the understanding of the interactions among FMC, WMP, and MCC is still limited. This is the first study that sheds light on the interconnectedness among the variables of interest.

Transitioning HRM to HSM - Human Self-Management Goes beyond Traditional HR

“…Evolving workforce management practices indicate that the development of mass customization capability within organisations, sector, country and continents promotes business growth. Benefits of enhancing workforce customization capability include: enhancing organisational customization capability at all levels; integration of internal and external business expertise; integrating operational performance with workforce management; effective, efficient and flexible operational strategies; promoting employee-centric behaviour, safe group dynamics and employee empowerment; and boosting organisational competitive advantage [1].…”

“…Block chain management, technology and system are considered key drivers to cluster business processes, allowing individuals, teams, supply chains and customers to integrate in functionality, purpose and success [1,16]. Employees seek and negotiate for purposeful work on multiple dimensions and levels, employing multiple intelligences simultaneously when performing workplace tasks.…”

“…Employees seek and negotiate for purposeful work on multiple dimensions and levels, employing multiple intelligences simultaneously when performing workplace tasks. Innovative, talented employees seek employment for economic, social and psychological security; hence they know their worth, presenting strong EVPs to employers [1,5]. Talent creation, talent management and talent culture emerge as the 21st century toolkit for driving investment in multitalented workforce development; thus allowing for learning organisations to flourish with mentored critical thinkers and self-reflective problem solvers at all occupational and generational levels [6,7,9].…”

“…HR and line managers must negotiate, engage, nurture, mentor and coach employees at all levels. Reverse mentoring and coaching allows for younger generations to train, develop and transfer skills and competencies into older employees and vice versa [1,13,17]. HR has transformed to integrate technological systems and analytics in the 4IR landscape; thus becoming a key driver towards further transitioning.…”

“…HRM transformation into HCM means that systems (HRIS) must recognise that younger employees are adept with digital and artificial intelligence. HCM means that HR and line managers must provide adequate technological and development resources to function effectively in a digital world inside and outside the workplace [1,2,5,15,17].…”