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An empirical study of human resource management strategies and practices in Australian just‐in‐time environments

Damien Power (Monash University, Caulfield East, Victoria, Australia)
Amrik S. Sohal (Monash University, Caulfield East, Victoria, Australia)

International Journal of Operations & Production Management

ISSN: 0144-3577

Article publication date: 1 August 2000

Abstract

This study seeks to further examine the extent and emphasis of particular human resource management strategies in Australian JIT companies through an empirical analysis of survey data. The results indicate that the management of the human variable in Australian JIT environments can be characterised by a stronger emphasis on a number of factors, including, for example: change management; participative decision making; flexibility and multi‐skilling; and open and effective communication processes. What was particularly striking from this analysis was the evidence gained not only of the added emphasis on these issues in the JIT companies, but of the potential for “adding value” through combining management strategies. It is evident that the companies identified as being more heavily involved in JIT practices appear to be more focused on particular human resource management strategies, and as a result see the management of the human variable as critical to the success of their operation. It could perhaps be further hypothesised as a result that there is a process of organisational learning going on in these companies, creating conditions enabling these organisations to more completely and effectively tap into and develop their human potential.

Keywords

Citation

Power, D. and Sohal, A.S. (2000), "An empirical study of human resource management strategies and practices in Australian just‐in‐time environments", International Journal of Operations & Production Management, Vol. 20 No. 8, pp. 932-958. https://doi.org/10.1108/01443570010332953

Publisher

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MCB UP Ltd

Copyright © 2000, MCB UP Limited