The implications of lean manufacturing for employee well-being remain unclear as previous research yields conflicting findings and struggles to identify an applicable model of job design. This paper adapts and integrates both the job characteristics model and the job demands–resources model to demonstrate the everyday implications of lean manufacturing for job design, and in doing so, how job designed according to lean manufacturing principles influence motivational and health-related outcomes for employees. A research agenda is created to improve our understanding of the employee experience of lean work, and a number of practical implications for the configuration of jobs under lean manufacturing are outlined.
AlaviS. (2003). Leaning the right way. Manufacturing Engineer, 82, 32–35.
6.
Anderson-ConnollyR.GrunbergL.GreenbergE. S.MooreS. (2002). Is lean mean?: Workplace transformation and employee well-being. Work, Employment & Society, 16, 389–413.
7.
BakkerA. B.DemeroutiE. (2007). The job demands–resources model: State of the art. Journal of Managerial Psychology, 22, 309–328.
8.
BakkerA. B.DemeroutiE.EuwemaM. C. (2005). Job resources buffer the impact of job demands on burnout. Journal of Occupational Health Psychology, 10, 170–180.
9.
BakkerA. B.DemeroutiE.VerbekeW. (2004). Using the job demands–resources model to predict burnout and performance. Human Resource Management, 43, 83–104.
10.
BakkerA. B.HakanenJ. J.DemeroutiE.XanthopoulouD. (2007). Job resources boost work engagement, particularly when job demands are high. Journal of Educational Psychology, 99, 274–284.
11.
BakkerA. B.van EmmerikH.van RietP. (2008). How job demands, resources, and burnout predict objective performance: A constructive replication. Anxiety, Stress and Coping, 21, 309–324.
12.
BakkerA. B.van VeldhovenM.XanthopoulouD. (2010). Beyond the demand- control model thriving on high job demands and resources. Journal of Personnel Psychology, 9, 3–16.
13.
BirdiK.CleggC.PattersonM.RobinsonA.StrideC. B.WallT. D.WoodS. J. (2008). The impact of human resource and operational management practices on company productivity: A longitudinal study. Personnel Psychology, 61, 467–501.
14.
BrownC. B.CollinsT. R.McCombsE. L. (2006). Transformation from batch to lean manufacturing: The performance issues. Engineering Management Journal, 18, 3–13.
15.
BrunoR.JordanL. (2002). Lean production and the discourse of dissent. Working USA, 6, 108–134.
16.
CampionM. A. (1988). Interdisciplinary approaches to job design: A constructive replication with extensions. Journal of Applied Psychology, 73, 467–481.
17.
CampionM. A.McClellandC. L. (1991). Interdisciplinary examination of the costs and benefits of enlarged jobs: A job design quasi-experiment. Journal of Applied Psychology, 76, 186–198.
18.
CampionM. A.MumfordT. V.MorgesonF. P.NahrgangJ. D. (2005). Work redesign: Obstacles and opportunities. Human Resource Management, 44, 367–390.
19.
CappelliP.RogovskyN. (1994). New work systems and skill requirements. International Labor Review, 133, 205–220.
20.
ContiR.AngelisJ.CooperC.FaragherB.GillC. (2006). The effects of lean production on worker job stress. International Journal of Operations & Production Management, 26, 1013–1038.
21.
ContiR.GillC. (1998). Hypothesis creation and modelling in job stress studies: The effects of just-in-time and lean production. International Journal of Employment Studies, 6, 149–173.
22.
ContiR.WarnerM. (1997). Technology, culture and craft: Job tasks and quality realities. New Technology Work and Employment, 12, 123–135.
23.
CrawfordE. R.LePineJ. A.RichB. L. (2010). Linking job demands and resources to employee engagement and burnout: A theoretical extension and meta-analytic test. Journal of Applied Psychology, 95, 834–848.
24.
CuaK. O.McKoneK. E.SchroederR. G. (2001). Relationships between implementation of TQM, JIT, and TPM and manufacturing performance. Journal of Operations Management, 19, 675–694.
25.
DelbridgeR.LoweJ. (2002). Workplace relations and the new shopfloor: Introduction. British Journal of Industrial Relations, 36, 161–162.
26.
DelbridgeR.LoweJ.OliverN. (2000). Shopfloor responsibilities under lean teamworking. Human Relations, 53, 1459–1479.
27.
DelbridgeR.TurnbullP. (1992). Human resource maximization: The management of labour under a just-in-time manufacturing system. In BlytonP.TurnbullP. (Eds.), Reassessing human resource management (pp. 56–73). London, UK: Sage.
28.
DelbridgeR.TurnbullP.WilkinsonB. (1992). Pushing back the frontiers: Management control and work intensification under JIT/TQM regimes. New Technology Work and Employment, 7, 97–106.
29.
de MenezesL. M.WoodS.GeladeG. (2010). The integration of human resource and operation management practices and its link with performance: A longitudinal latent class study. Journal of Operations Management, 28, 455–471.
30.
DemeroutiE.BakkerA. B.NachreinerF.SchaufeliW. B. (2001). The job demands–resources model of burnout. Journal of Applied Psychology, 86, 499–512.
31.
de TrevilleS.AntonakisJ. (2006). Could lean production job design be intrinsically motivating? Contextual, configurational, and levels-of-analysis issues. Journal of Operations Management, 24, 99–123.
32.
EdwardsJ. R.ScullyJ. A.BrtekM. D. (1999). The measurement of work: Hierarchical representation of the multimethod job design questionnaire. Personnel Psychology, 52, 305–334.
33.
EmilianiM.L. (2001). Redefining the focus of investment analysts. The TQM Magazine, 13, 34–50.
34.
ForzaC. (1996). Work organization in lean production and traditional plants: What are the differences?International Journal of Operations and Production Management, 16, 42–62.
35.
FriedY.GrantA. M.LeviA. S.HadaniM.SlowikL. H. (2007). Job design in temporal context: A career dynamics perspective. Journal of Organizational Behavior, 28, 911–927.
36.
FullertonR. R.McWattersC. S.FawsonC. (2003). An examination of the relationships between JIT and financial performance. Journal of Operations Management, 21, 383–404.
37.
FullertonR. R.WempeW. F. (2009). Lean manufacturing, non-financial performance measures, and financial performance. International Journal of Operations and Production Management, 29, 214–240.
38.
GrahamL. (1995). On the line at Subaru-Izuzu: The Japanese model. Ithaca, NY: ILR Press.
39.
GrantA. M.FriedY.JuilleratT. (2010). Work matters: Job design in classic and contemporary perspectives. In ZedeckS. (Ed.), APA handbook of industrial and organizational psychology (Vol. 1, pp. 417–453). Washington, DC: American Psychological Association.
40.
GrantA. M.FriedY.ParkerS. K.FreseM. (2010). Putting job design in context: Introduction to the special issue. Journal of Organizational Behavior, 31, 145–157.
41.
GrantA. M.ParkerS. K. (2009). Redesigning work design theories: The rise of relational and proactive perspectives. Academy of Management Annals, 3, 317–375.
42.
GrellerM. M.HeroldD. M. (1975). Sources of feedback: A preliminary investigation. Organizational Behavior and Human Performance, 13, 244–256.
43.
HackmanJ. R.OldhamG. R. (1976). Motivation through design of work: Test of a theory. Organizational Behavior and Human Performance, 16, 250–279.
44.
HakanenJ. (2009). Do engaged employees perform better at work? The motivating power of job resources and work engagement on future job performance. Copenhagen, Denmark: Nordic Council of Ministers.
45.
HakanenJ.RoodtG. (2010). Using the job demands–resources model to predict engagement: Analysing a conceptual model. In BakkerA.LeiterM. (Eds.), Work engagement: A handbook of essential theory and research (pp. 85–101). Hove, Denmark: Psychology Press.
46.
HalbeslebenJ. (2010). A meta-analysis of work engagement: Relationships with burnout, demands, resources and consequences. In BakkerA.LeiterM. (Eds.), Work engagement: A handbook of essential theory and research (pp. 102–117). Hove, Denmark: Psychology Press.
47.
HumphreyS. E.NahrgangJ. D.MorgesonF. P. (2007). Integrating motivational, social, and contextual work design features: A meta-analytic summary and theoretical extension of the work design literature. Journal of Applied Psychology, 92, 1332–1356.
48.
JacksonP. R.MullarkeyS. (2000). Lean production teams and health in garment manufacture. Journal of Occupational Health Psychology, 5, 231–245.
49.
JacksonP. R.WallT. D.MartinR.DavidsK. (1993). New measures of job control, cognitive demand, and production responsibility. Journal of Applied Psychology, 78, 753–762.
50.
JohnsG. (2006). The essential impact of context on organizational behavior. Academy of Management Review, 31, 386–408.
51.
KarasekR. A. (1979). Job demands, job decision latitude, and mental strain: Implications for job redesign. Administrative Science Quarterly, 24, 285–308.
52.
KarasekR. A.TheorellT. (1990). Healthy work. New York, NY: Basic Books.
53.
KetchenD. J.CombsJ. G.RusselC. J.ShookCDeanM. A.RungeJ.
…
LamoureuxS. (1997). Organizational configurations and performance: A meta-analysis. Academy of Management Journal, 40(1), 223–240.
54.
KnightC.HaslamS. A., (2010). Your place or mine? Organizational identification and comfort as mediators of relationships between the managerial control of workspace and employees’ motivation and well-being. British Journal of Management, 21, 717–735.
55.
KollbergB.DahlgaardJ. J.BrehmerP. (2006). Measuring lean initiatives in health care services: Issues and findings. International Journal of Productivity and Performance Management, 56, 7–24.
56.
LandsbergisP. A.CahillJ.SchnallP. (1999). The impact of lean production and related new systems of work organization on worker health. Journal of Occupational Health Psychology, 4, 108–130.
57.
LewchukW.StewartP.YatesC. (2001). Quality of working life in the automobile industry: A Canada–UK comparative study. New Technology Work and Employment, 16, 72–87.
58.
MacDuffieJ. P. (1995). Human resource bundles and manufacturing performance: Organizational logic and flexible production systems in the world auto industry. Industrial and Labor Relations Review, 48, 197–221.
59.
MacDuffieJ. P.PilF. K. (1995). The international assembly plant study: Philosophical and methodological issues. In BabsonS. (Ed.), Lean work: Empowerment and exploitation in the global auto industry (pp. 181–196). Detroit, MI: Wayne State University Press.
60.
MaunoS.KinnunenU.RuokolainenM. (2007). Job demands and resources as antecedents of work engagement: A longitudinal study. Journal of Vocational Behavior, 70(1), 149–171.
61.
MorgesonF. P.CampionM. A. (2002). Minimizing tradeoffs when redesigning work: Evidence from a longitudinal quasi-experiment. Personnel Psychology, 55, 589–612.
62.
MorgesonF. P.DierdorffE. C.HmurovicJ. L. (2010). Work design in situ: Understanding the role of occupational and organizational context. Journal of Organizational Behavior, 31, 351–360.
63.
MorgesonF. P.HumphreyS. E. (2006). The work design questionnaire (WDQ): Developing and validating a comprehensive measure for assessing job design and the nature of work. Journal of Applied Psychology, 91, 1321–1339.
64.
MorgesonF. P.HumphreyS. E. (2008). Job and team design: Toward a more integrative conceptualization of work design. In MartocchioJ. (Ed.), Research in personnel and human resource management (Vol. 27, pp. 39–92). Brighton, UK: Emerald.
65.
MullarkeyS.JacksonP. R.ParkerS. K. (1995). Employee reactions to JIT manufacturing practices: A two-phase investigation. International Journal of Operations and Production Management, 15, 62–79.
66.
NiepceW.MollemanE. (1998). Work design issues in lean production from a sociotechnical systems perspective: Neo-Taylorism or the next step in sociotechnical design?Human Relations, 51, 259–288.
67.
OldhamG. R.HackmanJ. R. (2010). Not what it was and not what it will be: The future of job design research. Journal of Organizational Behavior, 31, 463–479.
68.
OliverN.WilkinsonB. (1992). The Japanization of British industry. Oxford, UK: Blackwell.
69.
ParkerM.SlaughterJ. (1988). Management by stress. Technology Review, 9, 37–44.
70.
ParkerS. K. (2000). From passive to proactive motivation: The importance of flexible role orientations and role breadth self-efficacy. Applied Psychology: An International Review, 49, 447–469.
71.
ParkerS. K. (2003). Longitudinal effects of lean production on employee outcomes and the mediating role of work characteristics. Journal of Applied Psychology, 88, 620–634.
72.
ParkerS. K.OhlyS. (2008). Designing motivating jobs: An expanded framework for linking work characteristics and motivation. In KanferR.ChenG.PritchardR. (Eds.), Work motivation: Past, present, and future (pp. 233–384). Mahwah, NJ: Psychology Press.
73.
ParkerS. K.WallT. D. (1998). Job and work design: Organizing work to promote well-being and effectiveness. San Francisco, CA: Sage.
74.
ParkerS. K.WallT. D.CorderyJ. L. (2001). Future work design research and practice: Towards an elaborated model of work design. Journal of Occupational & Organizational Psychology, 74, 413–440.
75.
PruijtH. (2003). Teams between neo-Taylorism and anti-Taylorism. Economic and Industrial Democracy, 24, 77–101.
76.
RinehartC.HuxleyC.RobertsonD. (1997). Just another car factory?Ithaca, NY: Cornell University Press.
SalanovaM.AgutS.PeiroJ. M. (2005). Linking organizational resources and work engagement to employee performance and customer loyalty: The mediation of service climate. Journal of Applied Psychology, 90, 1217–1227.
79.
SalanovaM.SchaufeliW. B. (2008). A cross-national study of work engagement as a mediator between job resources and proactive behaviour. International Journal of Human Resource Management, 19, 116–131.
80.
SchaufeliW. B.BakkerA. B. (2004). Job demands, job resources, and their relationship with burnout and engagement: A multi-sample study. Journal of Organizational Behaviour, 25, 293–315.
81.
SchaufeliW. B.TarisT. W.van RhenenW. (2008). Workaholism, burnout, and work engagement: Three of a kind or three different kinds of employee well-being?Applied Psychology-an International Review, 57, 173–203.
82.
SchonbergerR. J. (1982). Production workers bear major quality responsibility in Japanese industry. Industrial Engineering, 14, 34–40.
83.
ShahR.WardP. T. (2003). Lean manufacturing: Context, practice bundles, and performance. Journal of Operations Management, 21, 129–149.
84.
ShahR.WardP. T. (2007). Defining and developing measures of lean production. Journal of Operations Management, 25, 785–805.
85.
SpearS.BowenH. K. (1999). Decoding the DNA of the Toyota production system. Harvard Business Review, 77, 97–106.
86.
SpriggC. A.JacksonP. R. (2006). Call centers as lean service environments: Job-related strain and the mediating role of work design. Journal of Occupational Health Psychology, 11, 197–212.
87.
StaatsB. R.BrunnerD. J.UptonD. M. (2011). Lean principles, learning, and knowledge work: Evidence from a software services provider. Journal of Operations Management, 29, 376–390.
88.
ThomasK. W.VelthouseB. A. (1990). Cognitive elements of empowerment: An “interpretive” model of intrinsic task motivation. Academy of Management Review, 15, 666–681.
89.
Van den BroeckA.De CuyperN.De WitteH.VansteenkisteM. (2010). Not all job demands are equal: Differentiating job hindrances and job challenges in the job demands–resources model. European Journal of Work & Organizational Psychology, 19, 735–759.
90.
Van den BroeckA.VansteenkisteM.De WitteH.LensW. (2008). Explaining the relationships between job characteristics, burnout, and engagement: The role of basic psychological need satisfaction. Work & Stress, 22, 277–294.
91.
WallT. D.CorbettJ. M.CleggC. W.JacksonP. R.MartinR. (1990). Advanced manufacturing technology and work design: Towards a theoretical framework. Journal of Organizational Behavior, 11, 201–219.
92.
WallT. D.CorbettJ. M.MartinR.CleggC. W.JacksonP. R. (1990). Advanced manufacturing technology, work design, and performance: A change study. Journal of Applied Psychology, 75, 691–697.
93.
WallT. D.JacksonP. R.DavidsK. (1992). Operator work design and robotics system performance: A serendipitous field study. Journal of Applied Psychology, 77, 353–362.
94.
WallT. D.JacksonP. R.MullarkeyS. (1995). Further evidence on some new measures of job control, cognitive demand and production responsibility. Journal of Organizational Behavior, 16(5), 431–455.
95.
WallT. D.MartinR. (1987). Job and work design. In CooperC. L.RobertsonI. T. (Eds.), International review of industrial and organizational psychology (pp. 61–91). New York, NY: Wiley.
96.
WatsonD. (1988). Intraindividual and interindividual analyses of positive and negative affect: Their relation to health complaints, perceived stress, and daily activities. Journal of Personality and Social Psychology, 54, 1020–1030.
97.
WickensP. D. (1995). The ascendant organization: Combining commitment and control for long-term, sustainable business success. New York, NY: St Martins Press.
98.
WomackJ. P.JonesD. (1994). From lean production to the lean enterprise. Harvard Business Review, 72, 93–103.
99.
WomackJ. P.JonesD.RoosD. (1990). The machine that changed the world. New York, NY: Rawson Associates.
100.
XanthopoulouD.BakkerA. B.DollardM. F.DemeroutiE.SchaufeliW. B.TarisT. W.SchreursP. J. G. (2007). When do job demands particularly predict burnout?: The moderating role of job resources. Journal of Managerial Psychology, 22, 766–786.
