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Employee reactions to JIT manufacturing practices: a two‐phase investigation

Employee reactions to JIT manufacturing practices: a two‐phase investigation Describes a two‐phase quantitative investigation of the effects of the introduction of just‐in‐time (JIT) manufacturing practices on shopfloor work. Results show that the introduction of product‐based manufacturing, incorporating strong elements of total quality management (TQM), was associated with: increases in employee autonomy; increases in some job demands; and no change in measures of social climate and employee wellbeing. The later introduction of core JIT practices and associated layout changes were associated with: no change in existing levels of employee autonomy and job demands; statistically significant increases in collective autonomy over the timing of group tasks; positive changes in group climate measures and increases in levels of job satisfaction. No change in employee strain was observed following either phase of shopfloor reorganization. Suggests that reductions in employee autonomy, increased production pressure and employee stress are not universal concomitants of JIT manufacturing. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Operations & Production Management Emerald Publishing

Employee reactions to JIT manufacturing practices: a two‐phase investigation

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Publisher
Emerald Publishing
Copyright
Copyright © 1995 MCB UP Ltd. All rights reserved.
ISSN
0144-3577
DOI
10.1108/01443579510102909
Publisher site
See Article on Publisher Site

Abstract

Describes a two‐phase quantitative investigation of the effects of the introduction of just‐in‐time (JIT) manufacturing practices on shopfloor work. Results show that the introduction of product‐based manufacturing, incorporating strong elements of total quality management (TQM), was associated with: increases in employee autonomy; increases in some job demands; and no change in measures of social climate and employee wellbeing. The later introduction of core JIT practices and associated layout changes were associated with: no change in existing levels of employee autonomy and job demands; statistically significant increases in collective autonomy over the timing of group tasks; positive changes in group climate measures and increases in levels of job satisfaction. No change in employee strain was observed following either phase of shopfloor reorganization. Suggests that reductions in employee autonomy, increased production pressure and employee stress are not universal concomitants of JIT manufacturing.

Journal

International Journal of Operations & Production Management – Emerald Publishing

Published: Nov 1, 1995

Keywords: Job design; Just‐in‐time; Organizational change; Teamwork; Work design

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