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我院陈定一杜小楠应邀参加第九届生产研究国际讨论会
Title:TheImpactofLeanProductionPracticesonEmployeeSatisfactionandOrganizationalPerformance:EvidencefromChineseManufacturingFirms
Abstract:
Inrecentyears,leanproductionpracticeshavebecomeincreasinglypopularamongmanufacturingfirmsinChina.Whilepreviousresearchhasshownthatleanpracticescanimproveorganizationalperformanceandreducecosts,littleisknownabouttheirimpactonemployeesatisfaction.Thepurposeofthisstudyistoexaminetherelationshipbetweenleanproductionpractices,employeesatisfaction,andorganizationalperformance.UsingdatafromasurveyofChinesemanufacturingfirms,wefindthatleanpracticesarepositivelyassociatedwithorganizationalperformance,andemployeesatisfactionmediatestherelationshipbetweenleanpracticesandorganizationalperformance.Ourfindingshaveimportantimplicationsformanagerswhoseektoimplementleanpracticesintheirorganizations.
Introduction:
Intoday'scompetitivebusinessenvironment,manufacturingfirmsfacenumerouschallenges,includingrisingcosts,increasingcompetition,andfluctuatingcustomerdemand.Onewaythatfirmsarerespondingtothesechallengesisbyimplementingleanproductionpractices.Leanproductionisasystematicapproachtomanufacturingthatseekstoeliminatewasteandincreaseefficiencythroughouttheproductionprocess.WhileleanpracticeshavebeenwidelyadoptedinWesterncountries,theiruseinChinaisrelativelynew.DespitethegrowingpopularityofleanpracticesinChina,thereislittleresearchontheirimpactonemployeesatisfactionandorganizationalperformance.
LiteratureReview:
Thereisagrowingbodyofliteratureontheimpactofleanpracticesonorganizationalperformance.Leanpracticeshavebeenshowntoimprovequality,reduceleadtimes,andincreaseproductivity(e.g.,WomackandJones,2003).Previousstudieshavealsofoundthatleanpracticescanreducecosts(Shingo,1988),increasecustomersatisfaction(Petersenetal.,2003),andimprovesupplierrelationships(Cruz-Hernandezetal.,2013).However,fewstudieshaveexaminedtheimpactofleanpracticesonemployeesatisfaction.
Employeesatisfactionisanimportantfactorinorganizationalperformance.Sat