Employee reactions to JIT manufacturing practices: a two‐phase investigation
International Journal of Operations & Production Management
Article publication date: 1 November 1995
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.
Mullarkey, S., Jackson, P.R. and Parker, S.K. (1995), "Employee reactions to JIT manufacturing practices: a two‐phase investigation", International Journal of Operations & Production Management, Vol. 15 No. 11, pp. 62-79. https://doi.org/10.1108/01443579510102909
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