Towards a high-performance HR bundle process for lean service operations

Abstract

PurposeThis article presents an empirically induced “high-performance” “human resources (HR) bundle”, comprising six HR practices, for supporting lean service operations.Design/methodology/approachThis was a multiple case study. A qualitative data set, including transcripts from 27 semistructured in-depth interviews with lean practitioners from across five service organizations that have adopted lean practices, was thematically analyzed to establish key HR practices on the road to lean maturity.FindingsA “high-performance” HR bundle of three work practices and three employment practices emerged from the analysis. These practices typically mature implicitly rather than systematically to support organizations in successfully implementing lean service operations by resourcing the most suitable people for carefully defined roles, providing workers with extensive lean training opportunities, appraising workers' performances such that lean behaviours are recognized and rewarded and encouraging a participative teamworking culture.Research limitations/implicationsThis article uses cross-sectional data from five case studies to induce a “high-performance” “HR bundle” theoretical model and process. A larger number of case studies and/or longitudinal data would add credence.Practical implicationsLean service managers should regard HR practices as integral to the lean maturation process and might usefully conceive of them as processes allowing for greater management control to achieve incremental improvements to lean service provision.Originality/valueThe article provides deeper understanding of the importance of HR practice for lean service organizations and offers practical suggestions for managing HR practices in this context.

Pandemic's effect on the relationship between lean implementation and service performance

“…The utilization of a single dimension to refer to lean implementation is quite common in previous studies with similar objectives (e.g. Gupta and Sharma, 2018;Tortorella and Fettermann, 2018;Zirar et al, 2020).…”

“…In this sense, literature has not only encompassed the underlying principles and practices of lean service (e.g. Bicheno, 2008;Leite and Vieira, 2015;Zirar et al, 2020), but also proposed assessment methodologies that allow verifying the readiness level of service organizations (e.g. Malmbrandt and Ahlstr€ om, 2013;Gupta and Sharma, 2018).…”

Understanding Learning Intention Complexities in Lean Manufacturing Training for Innovation on the Production Floor

“…The training and education of workers have been noted as a critical success factor for lean manufacturing and other related improvement initiatives implementation in various industrial settings [27][28][29][30][31]. Proper resources must be allocated for workers' training, and management should encourage workers to attend the training by providing the appropriate rewards and outcomes for those engaging in training activities [10,32]. Experiences during training may also alter a learner's intention to complete the training [33].…”

How Organizations Can Use High Performance Work Practices To Augment Employees’ Performance Oriented Behaviors?

“…Herzberg's motivation-hygiene theory clarifies this link in detail while explaining as to which factors lead to enhanced employee satisfaction and which are essentially required to avoid employees' dissatisfaction at work. These factors were later combined to form a bundle of HPWPs (Zirar, Trusson & Choudhary, 2020;Kanduala, 2010a;Sparrow & Otaye-Ebede, 2014;Naeemet al, 2019;Garg et al, 2019). On the other hand, literature also provides support that satisfied employees perform better at work in comparison with dissatisfied people (Mahmood et al, 2019).…”