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The purpose of this paper is to explore job design mechanisms that enhance team proactivity within a lean production system where autonomy is uttermost restricted. We propose and test a model where the team learning process of building shared meaning of work mediates the relationship between team participative decision-making, inter team relations and team proactive behaviour.

The results are based on questionnaires to 417 employees within manufacturing industry (response rate 86 per cent) and managers’ ratings of team proactivity. The research model was tested by mediation analysis on aggregated data (56 teams).

Team learning mediates the relationship between participative decision-making and inter team collaboration on team proactive behaviour. Input from stakeholders in the work flow and partaking in decisions about work, rather than autonomy in carrying out the work, enhance the teams’ proactivity through learning processes.

An investigation of the effects of different leadership styles and management policy on proactivity through team-learning processes might shed light on how leadership promotes proactivity, as results support the effects of team participative decision-making – reflecting management policy – on proactivity.

Lean production stresses continuous improvements for enhancing efficiency, and such processes rely on individuals and teams that are proactive. Participation in forming the standardization of work is linked to managerial style, which can be changed and developed also within a lean concept. Based on our experiences of implementing the results in the production plant, we discuss what it takes to create and manage participative processes and close collaboration between teams on the shop floor, and other stakeholders such as production support, based on a shared understanding of the work and work processes.

Learning at the workplace is essential for long-term employability, and for job satisfaction and health. The lean concept is widely spread to both public bodies and enterprises, and it has been shown that it can be linked to increased stress and an increase in workload. Finding the potential for learning within lean production is essential for balancing the need of efficient production and employees’ health and well-being at work.

Very few studies have investigated the paradox between lean and teamwork, yet many lean-inspired productions systems have teamwork as a pillar for enhancing effectiveness. A clear distinction between autonomy and participation contributes to the understanding of the links between job design, learning processes and team proactivity.

The aim of this study is to find out the impacts of participation in formal training and development of work on the work process knowledge of school kitchen workers.

The article describes a follow‐up study on the consequences of intervention. In total, 108 subjects participated both in the interventions and in the measurements of work process knowledge before and after the interventions. Two groups of workers participated only in the measurement of work process knowledge – one before and the other after the interventions. They served as control groups.

Participation in professional training and participation in the development of the work process were both associated with the level of work process knowledge after intervention. Also, the level of work process knowledge before the intervention was associated with the level of work process knowledge in the follow‐up measurement. Participants with a relatively low level of work process knowledge and high participation rate benefited the most from the intervention. Age, position, kitchen type, or team climate were not related to the level of work process knowledge after interventions.

The study confirmed that work process knowledge in service work where work is carried out in units with only a few workers can be essentially improved by arranging formal training, participative analysis and development of work simultaneously for larger groups of workers from the same organisation.

The paper provides knowledge of the methods to study and improve work process knowledge in changing service work.

This paper aims to explore methodological and institutional challenges on application of the work-process analysis approach in the design and development of competence-based occupational standards for Lithuania.

The theoretical analysis is based on the review of scientific literature and the analysis of documents and methodical instruments (curricula and occupational standards). Empirical research is based on the observation and analysis of the processes of designing work-process-based occupational standards for Lithuania, including the face-to-face interviews with involved work-process experts on the shop-floor and stakeholders.

The application of a work-process-based approach in designing sectoral occupational standards enhances comprehensive and systemic design of qualifications. Work-process analysis approach helps to focus on the holistic concept of competence by considering different dimensions of work-processes. However, design and implementation of work-process-based occupational standards for the transitional and predominantly school-based vocational education and training (VET) systems encounter multiple methodological and institutional challenges.

The findings of research are based on the analysis and evaluation of the design of sectoral-occupational standards in the beginning and middle stages of this process. These findings can help to draw the assumptions about potential implications of implementation of these standards to the development of competence-based VET but are not sufficient to provide comprehensive and detailed forecasts.

The paper explores and evaluates an application of the innovative work process approach in the design and development of qualifications for the concrete country.

The purpose of this paper is to explore how healthcare first-line managers think about and act regarding workplace survey processes.

This interview study was performed at a hospital in south Sweden. First-line healthcare managers (n=24) volunteered. The analysis was inspired by phenomenography, which aims to describe the ways in which different people experience a phenomenon. The phenomenon was a workplace health promotion (WHP) survey processes.

Four main WHP survey process approaches were identified among the managers: as a possibility, as a competition, as a work task among others and as an imposition. For each, three common subcategories emerged; how managers: stated challenges and support from hospital management; described their own work group and collaboration with other managers; and expressed themselves and their situation in their roles as first-line managers.

Insights into how hospital management can understand their first-line managers’ motivation for survey processes and practical suggestions and how managers can work proactively at organizational, group and individual level are presented.

Usually these studies focus on those who should respond to a survey; not those who should run the survey process. Focusing on managers and not co-workers can lead to more committed and empowered managers and thereby success in survey processes.

Due to the “European Union Framework Directive on Safety and Health at work” (Directive 89/391/EEC, 1989), every employer is obliged to avoid psychosocial hazards when designing work. Little is known empirically about the barriers that workplace actors experience while developing and implementing OSH measures that prevent psychosocial hazards. The purpose of this paper is to explore barriers, causes and attempts to overcome them and discusses them with reference to relevant theoretical concepts and models that help to explain how these barriers hinder the development and implementation of OSH measures.

Semi-structured interviews with workplace actors in charge of psychosocial risk assessment (PRA) were conducted in 41 business cases, and transcripts were analysed using a thematic analysis approach. Barriers, causes and attempts to overcome them were extracted inductively and discussed with reference to relevant theories and explanatory models.

The complex nature of psychosocial risks, hindering general beliefs, lack of a perceived scope for risk avoidance, lack of assumptions of responsibility among players on all hierarchical levels, discrepancies between formal responsibility and decision authority, and low reflexivity on processes of development and implementation of interventions were described as barriers. Causes and attempts to overcome these barriers were reflected upon by workplace actors.

Recommendations on the organisation of PRA will be given with respect to the reported results and relevant research in this field.

This qualitative study explores the barriers to developing and implementing OSH measures to eliminate psychosocial hazards, from the perspective of actors in charge of PRA, and why they might fail.

A PROGRESSIVE increase in the standard of living is now widely accepted as both possible and desirable, even if the notion that it can be doubled within the next 25 years is dismissed as an optimistic flight of Butlerian fancy. The prerequisite is a substantial upsurge in the country's production. This was expressed succinctly by Mr. Victor Feather four years ago when, as Assistant Secretary to the Trades Union Congress, he told the Institute of Directors that ‘what can be done by any Government by way of social improvement depends on what Industry can produce and sell. About half the strikes that take place have nothing to do with hours or wages or conditions, but have a great deal to do with human relations. That field is one in which there must be patience, tolerance, concentration and great endeavour, but the rate of progress can and should be accelerated.’

This special “Anbar Abstracts” issue of Work Study is split into six sections covering abstracts under the following headings: Operational research and statistics; Project management, method study and work measurement; Business process re‐engineering; Design of work; Performance, productivity and motivation; Stock control and supply chain management.

Introduction Consider a hi‐fi loudspeaker manufacturing company acquired on the brink of insolvency by an American multinational. The new owners discover with growing concern that the product range is obsolete, that manufacturing facilities are totally inadequate and that there is a complete absence of any real management substance or structure. They decide on the need to relocate urgently so as to provide continuity of supply at the very high — a market about to shrink at a rate unprecedented in its history.