The role of people systems in lean production in enhancing performance perceptions and work-related attitudes

The purpose of this research is to study which people systems of lean production can have an influence on performance, the perceptions of department performance, and work-related attitudes. A model was developed suggesting that people systems will predict department performance, perception of department performance, and work-related attitudes. Two manufacturing facilities from the automotive industry participated in the study. A total of 100 employees provided survey data. The responses to this survey were used as a measure of people systems of lean production. A total of 40 supervisors provided survey data regarding perceived department effectiveness attributable to the implementation of lean production. Department performance measures included the number of employees to make at least one suggestion for the 2012 calendar year by department and shift as suggestion participation rate. The results of this study suggest that people systems predict work-related attitudes and influence perceptions of department performance by employees. Specifically, people systems were significantly related to commitment to lean strategy, job satisfaction, learning environment, and team efficacy. The people systems composite was significantly related to employee perceptions of department performance, but not people systems lean training. In contrast, the reverse relationship was shown for management perception of department performance

The role of people systems in lean production in enhancing performance perceptions and work-related attitudes

The purpose of this research is to study which people systems of lean production can have an influence on performance, the perceptions of department performance, and work-related attitudes. A model was developed suggesting that people systems will predict department performance, perception of department performance, and work-related attitudes. Two manufacturing facilities from the automotive industry participated in the study. A total of 100 employees provided survey data. The responses to this survey were used as a measure of people systems of lean production. A total of 40 supervisors provided survey data regarding perceived department effectiveness attributable to the implementation of lean production. Department performance measures included the number of employees to make at least one suggestion for the 2012 calendar year by department and shift as suggestion participation rate. The results of this study suggest that people systems predict work-related attitudes and influence perceptions of department performance by employees. Specifically, people systems were significantly related to commitment to lean strategy, job satisfaction, learning environment, and team efficacy. The people systems composite was significantly related to employee perceptions of department performance, but not people systems lean training. In contrast, the reverse relationship was shown for management perception of department performance

The role of people systems in lean production in enhancing performance perceptions and work-related attitudes

The purpose of this research is to study which people systems of lean production can have an influence on performance, the perceptions of department performance, and work-related attitudes. A model was developed suggesting that people systems will predict department performance, perception of department performance, and work-related attitudes. Two manufacturing facilities from the automotive industry participated in the study. A total of 100 employees provided survey data. The responses to this survey were used as a measure of people systems of lean production. A total of 40 supervisors provided survey data regarding perceived department effectiveness attributable to the implementation of lean production. Department performance measures included the number of employees to make at least one suggestion for the 2012 calendar year by department and shift as suggestion participation rate. The results of this study suggest that people systems predict work-related attitudes and influence perceptions of department performance by employees. Specifically, people systems were significantly related to commitment to lean strategy, job satisfaction, learning environment, and team efficacy. The people systems composite was significantly related to employee perceptions of department performance, but not people systems lean training. In contrast, the reverse relationship was shown for management perception of department performance