Towards an understanding of the HRM bundle for lean service in the UK

Applying the principles of lean enables service organisations to improve service delivery processes and provide customers with better value. A growing body of evidence suggests that without a proper utilisation of enabling human resource management (HRM) practices, service organisations fail to orient their employees to conduct lean projects and support its practices. Enabling HRM practices provide supportive activities that assist organisations to direct their workforce to support lean practices. How service organisations utilise enabling HRM practices for that purpose has, as yet, not received significant attention in the existing literature. This study sets out to explore enabling HRM practices to support lean service. It is a scholarly attempt to thoroughly understand how service organisations utilise these practices to support their lean programmes. In doing so, it attempts to answer how relevant enabling HRM practices are to lean service and what those practices are. It also answers how and why these practices are utilised to support lean service. The research is based on five case studies directed towards answering an exploratory research question. Such a question grants the choice of a case study as an appropriate research strategy to collect contextual qualitative data through naturalistic data collection techniques. Purposive sampling is utilised to select the case studies and cross comparison is conducted for in-depth analysis. The case study organisations were adjudged to be at four lean maturity stages according to S-curve theory (Netland and Ferdows, 2016): Beginner , In-transition , Advanced and Cutting-edge , thus providing a richness of data reflecting variety of similar and different service activities and lean maturity stages. A total of thirty-one semi-structured interviews including four to eight interviews from each organisation were conducted. The interviews were supplemented with observation during site visits and multiple sources of secondary data. The data was coded by means of the NVIVO 10 software package. Rigorous thematic analysis was conducted with reference to Braun and Clark s (2006) six-stage approach of theme generation and 15-point checklist for good thematic analysis. As a main contribution, the analysis identifies 18 enabling HRM practices to support lean service: recruitment and selection, role profiling, capacity planning, absence management, retention and release, succession planning, training, career development, performance management, reward and recognition, groups and teamwork, employee voice, employee communication and collaboration, labour relations, employee motivation, employee involvement, employee empowerment and employee health and safety. The novelty of the research lies in providing a comprehensive list of practices which is rooted in contextual data and reflects the real-world context. The identified 18 enabling HRM practices lead to the development of a novel HRM bundle that covers seven areas of activities of people management to support lean service: (i) employee resourcing, (ii) training and development, (iii) performance management, (iv) reward and recognition, (v) employee relations, (vi) employee behaviour and (vii) employee health and safety. Furthermore, the lean-specific HRM bundle is used to develop a PDCA (plan-do-check-act), based on the Deming Cycle (Deming, 2000), showing lean service planning, provision and monitoring. Moreover, the bundle theory, contingency and configuration theories are used to explain bundling HRM practices and justify the findings. Borrowing bundle theory (Casullo, 1988) to justify bundling HRM practices serves as another novelty of this research. It is evidently clear from the findings that this study provides an empirical and grounded understanding of enabling HRM practices to support lean service. The theoretical contribution of the thesis is therefore elaborating, refining and extending the existing understanding of enabling HRM practices to support lean service. In addition, the practical contribution is increasing the awareness of service organisations of the 18 enabling HRM practices, a lean-specific HRM bundle of seven areas of activities of people management and a continuous improvement model that they can utilise to orient their employees to support lean programmes

The relevance of the human resource management (HRM) to lean in the service sector: evidence from three exploratory case studies

The aim of this research is to explore the relevance of the Human Resource Management (HRM) to lean in the service sector. In particular, the focus is to further understand the HRM bundle which is one of the four main bundles of lean: Just-In-Time (JIT), Total Quality Management (TQM), Total Preventive Maintenance (TPM), and Human Resource Management (HRM) (Pont, Furlan, and Vinelli, 2008; Shah and Ward, 2003). In this context, a bundle (whether a lean or a HRM bundle) means a set of interrelated and internally consistent practices (Pont, Furlan, and Vinelli, 2008). The study uses case study research because it allows a rich coverage of the area of investigation (Yin, 2009) via the utilisation of multiple sources of evidence (Gillham, 2000). Case study research studies a phenomenon in its real context and has the ability of reporting and documenting events in their practical nature (Yin, 2011). Its researchers’ understanding that lean influences certain HRM practices (HRM bundle); however, the degree and nature of the influence is yet to be further explored

Worker and workplace Artificial Intelligence (AI) coexistence: Emerging themes and research agenda

Workplace Artificial Intelligence (AI) helps organisations increase operational efficiency, enable faster-informed decisions, and innovate products and services. While there is a plethora of information about how AI may provide value to workplaces, research on how workers and AI can coexist in workplaces is evolving. It is critical to explore emerging themes and research agendas to understand the trajectory of scholarly research in this area. This study's overarching research question is how workers will coexist with AI in workplaces. A search protocol was employed to find relevant articles in Scopus, ProQuest, and Web of Science databases based on appropriate and specific keywords and article inclusion and exclusion criteria. We identified four themes: (1) Workers' distrust in workplace AI stems from perceiving it as a job threat, (2) Workplace AI entices worker-AI interactions by offering to augment worker abilities, (3) AI and worker coexistence require workers' technical, human, and conceptual skills, and (4) Workers need ongoing reskilling and upskilling to contribute to a symbiotic relationship with workplace AI. We then developed four propositions with relevant research questions for future research. This review makes four contributions: (1) it argues that an existential argument better explains workers' distrust in AI, (2) it gathers the required skills for worker and AI coexistence and groups them into technical, human, and conceptual skills, (3) it suggests that technical skills benefit coexistence but cannot outweigh human and conceptual skills, and (4) it offers 20 evidence-informed research questions to guide future scholarly inquiries

Worker and workplace Artificial Intelligence (AI) coexistence: Emerging themes and research agenda

Workplace Artificial Intelligence (AI) helps organisations increase operational efficiency, enable faster-informed decisions, and innovate products and services. While there is a plethora of information about how AI may provide value to workplaces, research on how workers and AI can coexist in workplaces is evolving. It is critical to explore emerging themes and research agendas to understand the trajectory of scholarly research in this area. This study’s overarching research question is how workers will coexist with AI in workplaces. A search protocol was employed to find relevant articles in Scopus, ProQuest, and Web of Science databases based on appropriate and specific keywords and article inclusion and exclusion criteria. We identified four themes: (1) Workers’ distrust in workplace AI stems from perceiving it as a job threat, (2) Workplace AI entices worker-AI interactions by offering to augment worker abilities, (3) AI and worker coexistence require workers’ technical, human, and conceptual skills, and (4) Workers need ongoing reskilling and upskilling to contribute to a symbiotic relationship with workplace AI. We then developed four propositions with relevant research questions for future research. This review makes four contributions: (1) it argues that an existential argument better explains workers’ distrust in AI, (2) it gathers the required skills for worker and AI coexistence and groups them into technical, human, and conceptual skills, (3) it suggests that technical skills benefit coexistence but cannot outweigh human and conceptual skills, and (4) it offers 20 evidence-informed research questions to guide future scholarly inquiries

The relevance of the human resource management (HRM) to lean in the service sector: evidence from three exploratory case studies

The aim of this research is to explore the relevance of the Human Resource Management (HRM) to lean in the service sector. In particular, the focus is to further understand the HRM bundle which is one of the four main bundles of lean: Just-In-Time (JIT), Total Quality Management (TQM), Total Preventive Maintenance (TPM), and Human Resource Management (HRM) (Pont, Furlan, and Vinelli, 2008; Shah and Ward, 2003). In this context, a bundle (whether a lean or a HRM bundle) means a set of interrelated and internally consistent practices (Pont, Furlan, and Vinelli, 2008). The study uses case study research because it allows a rich coverage of the area of investigation (Yin, 2009) via the utilisation of multiple sources of evidence (Gillham, 2000). Case study research studies a phenomenon in its real context and has the ability of reporting and documenting events in their practical nature (Yin, 2011). Its researchers’ understanding that lean influences certain HRM practices (HRM bundle); however, the degree and nature of the influence is yet to be further explored

Exploring Lean Team Development from the Tuckman's Model Perspective

This study explores lean teams through the developmental stages of the Tuckman model. Twenty-seven interviewees commented on the teamwork of a lean programme deployed in their organisations. The results reveal that forming lean teams involves excitement, anticipation, and a desire for acceptance. However, frustration, competition, and a need for individual recognition follow in the storming phase. Training programmes that foster cooperation, compromise, and unity sometimes inadvertently create a 'them vs. us' divide in an organisation’s workforce in the norming phase. Additionally, work commitments hinder the development of shared mental models among team members. Lean teams achieve synergy, support, and goal focus in the performing phase, delivering six functions. However, challenges like prioritisation disagreements due to project overload still exist. The adjourning phase evokes mixed emotions: satisfaction with transitioning to a permanent team and sadness when the team disbands. The findings extend the Tuckman model to explain a lean team development lifecycle

CHIP-Family intervention to improve the psychosocial well-being of young children with congenital heart disease and their families:Results of a randomised controlled trial

Objective : Children with congenital heart disease and their families are at risk of psychosocial problems. Emotional and behavioural problems, impaired school functioning, and reduced exercise capacity often occur. To prevent and decrease these problems, we modified and extended the previously established Congenital Heart Disease Intervention Program (CHIP)-School, thereby creating CHIP-Family. CHIP-Family is the first psychosocial intervention with a module for children with congenital heart disease. Through a randomised controlled trial, we examined the effectiveness of CHIP-Family. Methods : Ninety-three children with congenital heart disease (age M = 5.34 years, SD = 1.27) were randomised to CHIP-Family (n = 49) or care as usual (no psychosocial care; n = 44). CHIP-Family consisted of a 1-day group workshop for parents, children, and siblings and an individual follow-up session for parents. CHIP-Family was delivered by psychologists, paediatric cardiologists, and physiotherapists. At baseline and 6-month follow-up, mothers, fathers, teachers, and the child completed questionnaires to assess psychosocial problems, school functioning, and sports enjoyment. Moreover, at 6-month follow-up, parents completed program satisfaction assessments. Results : Although small improvements in child outcomes were observed in the CHIP-Family group, no statistically significant differences were found between outcomes of the CHIP-Family and care-as-usual group. Mean parent satisfaction ratings ranged from 7.4 to 8.1 (range 0-10). Conclusions : CHIP-Family yielded high program acceptability ratings. However, compared to care as usual, CHIP-Family did not find the same extent of statistically significant outcomes as CHIP-School. Replication of promising psychological interventions, and examination of when different outcomes are found, is recommended for refining interventions in the future

CHIP-Family intervention to improve the psychosocial well-being of young children with congenital heart disease and their families: Results of a randomised controlled trial

Objective:Children with congenital heart disease and their families are at risk of psychosocial problems. Emotional and behavioural problems, impaired school functioning, and reduced exercise capacity often occur. To prevent and decrease these problems, we modified and extended the previously established Congenital Heart Disease Intervention Program (CHIP)–School, thereby creating CHIP-Family. CHIP-Family is the first psychosocial intervention with a module for children with congenital heart disease. Through a randomised controlled trial, we examined the effectiveness of CHIP-Family.Methods:Ninety-three children with congenital heart disease (age M = 5.34 years, SD = 1.27) were randomised to CHIP-Family (n = 49) or care as usual (no psychosocial care; n = 44). CHIP-Family consisted of a 1-day group workshop for parents, children, and siblings and an individual follow-up session for parents. CHIP-Family was delivered by psychologists, paediatric cardiologists, and physiotherapists. At baseline and 6-month follow-up, mothers, fathers, teachers, and the child completed questionnaires to assess psychosocial problems, school functioning, and sports enjoyment. Moreover, at 6-month follow-up, parents completed program satisfaction assessments.Results:Although small improvements in child outcomes were observed in the CHIP-Family group, no statistically significant differences were found between outcomes of the CHIP-Family and care-as-usual group. Mean parent satisfaction ratings ranged from 7.4 to 8.1 (range 0–10).Conclusions:CHIP-Family yielded high program acceptability ratings. However, compared to care as usual, CHIP-Family did not find the same extent of statistically significant outcomes as CHIP-School. Replication of promising psychological interventions, and examination of when different outcomes are found, is recommended for refining interventions in the future.Trial registryDutch Trial Registry number NTR6063,