Workload factors impacting managers

Workload factors impacting managers Purpose – The paper seeks to identify elements of lean production that may be applicable to managers. Design/methodology/approach – A survey was administered to 125 middle and lower level managers to assess perceptions about level of workload and amount of workload control. Principal components analysis was employed to identify primary factors. Findings – Five primary factors accounted for 56 percent of total variance. The principal factors corresponded to the lean production concepts of work in process level, empowerment, and non value‐added time. Originality/value – These middle and lower level managers identified five primary factors that accounted for 56 percent of the variance in their self‐reported levels of workload and control. Three of these factors correspond to existing metrics that have been utilized in lean production in industry. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Management Development Emerald Publishing

Workload factors impacting managers

Journal of Management Development, Volume 26 (3): 13 – Mar 27, 2007

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Publisher
Emerald Publishing
Copyright
Copyright © 2007 Emerald Group Publishing Limited. All rights reserved.
ISSN
0262-1711
D.O.I.
10.1108/02621710710732119
Publisher site
See Article on Publisher Site

Abstract

Purpose – The paper seeks to identify elements of lean production that may be applicable to managers. Design/methodology/approach – A survey was administered to 125 middle and lower level managers to assess perceptions about level of workload and amount of workload control. Principal components analysis was employed to identify primary factors. Findings – Five primary factors accounted for 56 percent of total variance. The principal factors corresponded to the lean production concepts of work in process level, empowerment, and non value‐added time. Originality/value – These middle and lower level managers identified five primary factors that accounted for 56 percent of the variance in their self‐reported levels of workload and control. Three of these factors correspond to existing metrics that have been utilized in lean production in industry.

Journal

Journal of Management DevelopmentEmerald Publishing

Published: Mar 27, 2007

Keywords: Managers; Lean production; Labour efficiency

References

  • The work of managers in new organisational contexts
    Chapman, J.A.
  • Why is a third of your time wasted in meetings?
    Elsayed‐Elkhouly, S.M.; Lazarus, H.; Forsythe, V.
  • Management development and managers' use of their time
    Oshagbemi, T.
  • Measuring knowledge worker productivity, a taxonomy
    Ramirez, Y.; Nembhard, D.
  • The effects of interruptions, task complexity, and information presentation on computer‐supported decision‐making performance
    Speier, C.; Vessey, I.; Valacich, J.S.

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