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

S. Mullarkey (Institute of Work Psychology, The University of Sheffield, UK)
P.R. Jackson (Institute of Work Psychology, The University of Sheffield, UK)
S.K. Parker (Institute of Work Psychology, The University of Sheffield, UK)

International Journal of Operations & Production Management

ISSN: 0144-3577

Article publication date: 1 November 1995

1845

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.

Keywords

Citation

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

Publisher

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MCB UP Ltd

Copyright © 1995, MCB UP Limited

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