Toward a conceptual framework for exploring multilevel relationships between Lean Management and Six Sigma, enabling HRM, strategic climate and outcomes in healthcare

Abstract

This article provides a theory-driven framework simultaneously linking Lean Management and Six Sigma (LM&SS), enabling HRM and strategic climate to outcomes in health care. This framework contributes toward our understanding of direct and indirect (moderating and mediating) effects related to LM&SS in the context of health care. We argue that enabling HRM is crucial in creating mutual gains. The general underlying idea is that LM&SS, combined with enabling HRM, foster employee well-being (happiness, health and trusting relationships) and improve organizational performance. The challenge is to go beyond the simple application of LM&SS and to develop a climate of continuous improvement. We suggest that in order to sustain continuous improvement, it is important that health-care organizations aim for a strategic climate, which focuses the shared perceptions of employees on quality, efficiency and innovation.

Strategic Human Resource Development Alignment from the Employee's Perspective: Initial Development and Proposition Testing of a Measure

“…Quality initiatives in the healthcare industry are one example of these types of changes. Findings from this study provide empirical support for some parts of the conceptual model proposed by de Koeijer et al () linking enabling HR practices such as SHRD with positive employee outcomes such as well‐being. Future research is needed on the role of employee perceptions of SHRD in this model.…”

“…Speaking directly to the context of our study—the healthcare industry—learning is a paramount skill, and essential to the changes healthcare professionals are facing (de Koeijer et al, ). To the extent that employees can “see” (with a clear line of sight) how their HRD opportunities are tied to strategic goals and changes that their organization is trying to make, they also perceive that the organization is investing in their development, that learning is valued, and they experience a more positive psychological climate.…”

“…Overall, our results suggest that the strategic nature of the HRD function is an intentional, culture-driven norm, promoted by continued attention toward helping employees gain the knowledge, skills, and abilities they need to do their best work. Speaking directly to the context of our study-the healthcare industry-learning is a paramount skill, and essential to the changes healthcare professionals are facing (de Koeijer et al, 2014). To the extent that employees can "see" (with a clear line of sight) how their HRD opportunities are tied to strategic goals and changes that their organization is trying to make, they also perceive that the organization is investing in their development, that learning is valued, and they experience a more positive psychological climate.…”

“…From the context of employee voice (Adelman, 2012;Henriksen & Dayton, 2006;Jones & Kelly, 2014;Moore & McAuliffe, 2010), perceptions of multi-level communication inherent in the SHRD alignment construct would seem to be predictive of employees' feelings of safety to exhibit greater voice in expressing concerns and ideas related to improved patient safety and other quality initiatives needed in healthcare. SHRD alignment may be an important component of healthcare organizations' "enabling" human resource practices, which can assist employees in participating in organizational changes such as lean management and Six Sigma initiatives (Alagaraja & Egan, 2013;de Koeijer et al, 2014). Thus, DOI: 10.1002/piq Performance Improvement Quarterly it may also be useful for future researchers to examine the role of SHRD alignment in the context of various talent-management objectives (Hicks, 2016;Ruona, 2014;Stahl et al, 2012).…”

Factors Affecting Lean Management Adoption In Three-Star Hotels In Luxor And Aswan

“…According to McMahon (2014) andDe Koeijer et al (2014), the key drivers needed for a lean business, as most researcherss have pointed out, are summarized in the following list:…”