Integrating human resource management into lean production and their impact on organizational performance

Abstract

Structured AbstractCategory of the paper: Research paper Purpose: Firstly, to analyse the effects of lean production (LP) on the policy of human resource management (HRM). The second goal of this research is to determine whether or not implementation of HRM practices associated with LP explain the differences in organizational performance between manufacturing plants.Design/methodology/approach: We developed a questionnaire for data collection.Findings are presented from 76 establishments (79.17% of the total sample) that specialise in single-firing ceramic tiles in Spain.Findings: Companies that make the most of LP practices are also those that take care to train workers in using these practices as well as improving their employment security.However, the same is not true for the pay for performance system. The combination of 2 LP with HRM practices reduces inventory and boosts productivity but does not appear to affect the other performance variables analysed.Research limitations/implications: For certain variables we found very little variation between the plants in our samples. The data are cross-sectional, so causality cannot be definitively determined.Practical implications: This paper indicates the HRM practices associated with the LP and the results obtained. It can thus be used to help human resource and production departments in improving organizational performance.Originality/value: We extend the work of other researchers by focusing on a sector and a country that have been very little studied to date. The sample consists of a set of plants that are fairly homogeneous, which facilitates the analysis of the relationships between the selected variables while keeping other variables controlled.

Human resource management, Lean processes and outcomes for employees: towards a research agenda

“…Similarly, we did not find substantial evidence that HR practitioners were generally included as partners in implementation or whether Lean Six Sigma is seen as part of a wider approach to managing change in terms of workplaces or organisational culture (Bonavia & Marin-Garcia, 2011;de Menezes et al, 2010;Torella et al, 2012).…”

“…Building on MacDuffie's (1995) work, the HPWS field (with its emphasis on systems of work and bundles of practices such as empowerment, autonomy, training and development, and employment security) has much in common with the HRM practices identified in the studies of Lean (e.g. Birdi et al, 2008;Bonavia & Marin-Garcia, 2011;Torella et al, 2012). Furthermore, de Menezes et al (2010) argue that the 'choice of [HRM] practices is not driven by expectations on the performance of specific combinations [bundles], but by having an integrated system in place that reflects a managerial philosophy' (p. 13).…”

“…We have also been exploring the involvement of HRM practitioners in the PR processes. We infer from the literature that there is a link between PR and HRM, including the implications for training and skills development, job design and role restructuring, and consultation and involvement processes (Bonavia & Marin-Garcia, 2011;de Menezes, Wood, & Gelade, 2010;Torella et al, 2012). There is considerable literature on the industrial relations and labour-process aspects of Lean, for example exploring the question as to whether Lean is about empowering or controlling workers, whether Lean tends to be associated with a unitarist rather than a pluralist approach, hence undermining unions and collective organisation (Jones et al, 2013;Parker & Slaughter, 1995;Stewart et al, 2009), as well as the extent to which Lean seems to foster the engagement or exploitation of employees (Anderson-Connelly et al, 2002;Vidal, 2007).…”

“…However, others find that if Lean is to reduce impediments in the smooth flow of production through continuous improvement and elimination of wasted time and motion, workers should to be provided with the skills to help them control their work environment to achieve this (Torella et al, 2012). Among others, Bonavia and Marin-Garcia (2011) focussed attention on HRM factors in why Lean works or does not work. Moreover, de Menezes et al (2010) argue that Lean involves a range of techniques that imply integration in the application of aspects of operations management and HRM.…”

Implementing lean management/Six Sigma in hospitals: beyond empowerment or work intensification?

“…LM can provide a high level of training and employment security (Bonavia & Marin-Garcia, 2011). Furthermore, LM has positive effects on work organisation of employees in terms of autonomy, enhanced skills and empowerment through their enhanced participation in the continuous improvement of work processes (Torella et al, 2012).…”