Integrating human resource management into lean production and their impact on organizational performance
Purpose – The first goal of this research is to analyse the effects of lean production (LP) on the policy of human resource management (HRM). The second is to determine whether or not implementation of HRM practices associated with LP explains the differences in organizational performance between manufacturing plants. Design/methodology/approach – The paper developed a questionnaire for data collection. Findings are presented from 76 establishments (79.17 per cent 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 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 very little variation was found between the plants in the 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 – The paper extends 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
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Volume (Year): 32 (2011)
Issue (Month): 8 (November)
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References listed on IDEAS
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- Peter Cappelli & David Neumark, 2001. "Do â€œHigh-Performanceâ€ Work Practices Improve Establishment-Level Outcomes?," ILR Review, Cornell University, ILR School, vol. 54(4), pages 737-775, July.
- John Godard, 2004. "A Critical Assessment of the High-Performance Paradigm," British Journal of Industrial Relations, London School of Economics, vol. 42(2), pages 349-378, 06.
- Sadao Sakakibara & Barbara B. Flynn & Roger G. Schroeder & William T. Morris, 1997. "The Impact of Just-in-Time Manufacturing and Its Infrastructure on Manufacturing Performance," Management Science, INFORMS, vol. 43(9), pages 1246-1257, September.
- Hiltrop, Jean M., 1992. "Just-in-time manufacturing: Implications for the management of human resources," European Management Journal, Elsevier, vol. 10(1), pages 49-55, March.
- Richard E. White & John N. Pearson & Jeffrey R. Wilson, 1999. "JIT Manufacturing: A Survey of Implementations in Small and Large U.S. Manufacturers," Management Science, INFORMS, vol. 45(1), pages 1-15, January.
- White, Richard E. & Prybutok, Victor, 2001. "The relationship between JIT practices and type of production system," Omega, Elsevier, vol. 29(2), pages 113-124, April.
- Paul Osterman, 1994. "How Common is Workplace Transformation and Who Adopts it?," ILR Review, Cornell University, ILR School, vol. 47(2), pages 173-188, January.
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