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Effects of HRM practices, lean production practices and lean duration on performance

Author

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  • V. Wickramasinghe

    (University of Moratuwa)

  • G.L.D. Wickramasinghe

    (University of Moratuwa)

Abstract

The purpose of this research is to investigate the structural relationships between HRM practices, lean production practices, operational performance and firm performance of manufacturing firms that have implemented lean production. The data were collected from the firms operating in Sri Lanka, which fulfilled the selection criteria set for the study. Statistical techniques were used to test the hypothesized relationships. It was found that lean production practices and operational performance mediate the relationship between HRM practices and firm performance; lean duration moderates the relationship between HRM practices and lean production practices in such a way that the longer the duration, the greater would be the adoption of lean production practices. The essential contribution of the findings lie in presenting empirical data valuable for the advancement of research in HRM as well as for making decisions on people management when implementing advanced manufacturing technologies.

Suggested Citation

  • V. Wickramasinghe & G.L.D. Wickramasinghe, 2020. "Effects of HRM practices, lean production practices and lean duration on performance," Post-Print hal-05458946, HAL.
    • Handle: RePEc:hal:journl:hal-05458946
    DOI: 10.1080/09585192.2017.1407954
    Note: View the original document on HAL open archive server: https://hal.science/hal-05458946v1
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