Effects of perceived organisational support on participation in decision making, affective commitment and job satisfaction in lean production in Sri Lanka

Abstract

Purpose

The purpose of this paper is to examine the moderating effect of perceived organisational support (POS) on the relationship between participation in decision making (PDM) and affective commitment, and PDM and job satisfaction in lean production in Sri Lanka.

Design/methodology/approach

A random sample of 616 shop‐floor employees engaged full‐time in export‐apparel manufacturing firms, which have implemented a formal lean production system in the whole manufacturing function and where lean production has become the standard of operation for at least one year in Sri Lanka, responded. Regression analysis was used to test hypotheses.

Findings

It was found that POS moderates the relationship between PDM and affective commitment, and PDM and job satisfaction.

Originality/value

The literature suggests that the bottom‐line changes often cited in lean implementation success stories, such as reduced inventories and faster flow times, are not the only results that should be considered. The potential detrimental effects on employees should be considered as well, or turnover and morale problems may sabotage the effectiveness of such implementations. However, the manner in which the lean production environment influences employee behaviour has received scant empirical attention. The findings of this study provide interesting implications to practice and will be a source of general guidance in stimulating future research in this area.

Citation

Wickramasinghe, D. and Wickramasinghe, V. (2012), "Effects of perceived organisational support on participation in decision making, affective commitment and job satisfaction in lean production in Sri Lanka", Journal of Manufacturing Technology Management, Vol. 23 No. 2, pp. 157-177. https://doi.org/10.1108/17410381211202179