The integration of human resource and operation management practices and its link with performance: A longitudinal latent class study

Abstract

This paper reviews the literature on the association between lean production and performance. From this, propositions on the integration and evolution of operation and human resource management practices associated with the lean production concept are developed. Using 24 years of data on the use of seven core OM and HRM practices in British manufacturing firms, the potential link between integration in the use of practices and productivity is tested. In each year, three latent clusters are identified via ordered restricted latent class models; the cluster that consistently makes a more integrated use of practices outperforms the others. Furthermore, the longitudinal nature of the data permits modeling the growth curves of each practice in the sample, recognizing any similarity in growth and investigating whether or not an early integration in adoption of practices is associated with higher final productivity. The results show that pioneers are more productive, thus suggesting that the head start in integrating core OM and HRM practices associated with the lean production concept has paid off.

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).…”

“…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).…”

“…For instance, in a longitudinal study of British manufacturing firms, de Menezes et al (2010) found that HRM practices, particularly those that empower or involve employees, support specific operations management practices and have a strong effect on performance. Furthermore, they concluded that a high degree of integration of operations management and HRM practices is linked with enhanced productivity.…”

Investigating the readiness of people in manufacturing SMEs to embark on Lean Six Sigma projects

“…When some of this research is explored closely it is clear that there are parallels with other areas of operations management. For example, a longitudinal study of LSS found a positive association between human resource management practices such as empowerment, extensive training and teamwork with TQM in the manufacturing and service sector (Lam et al, 2015;Stanton et al, 2014;Menezes et al, 2010). A further LSS study in the large "heavy automotive manufacturing supply" sector in developing countries (e.g.…”

Fragmentação do conhecimento científico em administração: uma análise crítica

“…As pesquisas empíricas em GP&O têm reconhecido vários elementos do comportamento humano e demonstrado ganhos potenciais com a combinação de elementos das práticas de GRH e de GP&O (Kaynak, 2003;Ahmad & Schroeder, 2003;Jayaram, Droge & Vickery, 1999, 1999Huselid, 1995;Sila, 2007;Menezes, Wood & Gelade, 2010).…”