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The effects of lean organizational practices on employees' attitudes and workers' health: evidence from France

Bouville, Gregor; Alis, David (2014), The effects of lean organizational practices on employees' attitudes and workers' health: evidence from France, International Journal of Human Resource Management, 25, 21, p. 3016-3037. 10.1080/09585192.2014.951950

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Bouville_et_al._THE_EFFECTS_OF_LEAN_IJHRM__8500w_juin_2014_V9-libre.pdf (231.2Kb)
Type
Article accepté pour publication ou publié
Date
2014
Journal name
International Journal of Human Resource Management
Volume
25
Number
21
Publisher
Routledge
Pages
3016-3037
Publication identifier
10.1080/09585192.2014.951950
Metadata
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Author(s)
Bouville, Gregor
Dauphine Recherches en Management [DRM]
Alis, David
Centre de recherche en économie et management [CREM]
Abstract (EN)
Work organization has deeply changed during the last decade, in particular with the introduction of a new type of management production system in the industrial and service sectors – the lean production system. Few studies have considered the social outcomes of work organization forms. Using the high-performance work system (HPWS) theoretical framework, we first analyze the influence of these specific lean work organization practices and then study the effect of a lean practices bundle on job satisfaction, employees' intent to stay and health at work. The quantitative analysis that we carried out on a French national database (n = 24,486) gives ambiguous results. Our study highlights negative consequences of several lean work organization practices (delegation of responsibilities, problem-solving demand, standardization, job rotation) on job satisfaction, employees' intention to stay and health at work. However, quality management is positively linked to health at work. Lean work organization practices, as a bundle, have a deleterious effect on attitudes and health at work. To our knowledge, quantitative research has rarely been performed on the effects of a lean practices bundle on attitudes and health at work. Our study shows the contrasting effects and the risks associated with the development of lean production, which leads us to suggest some practical implications.
Subjects / Keywords
Health at work; High-performance work system; Intent to stay; Job satisfaction; Lean work organization practices; Lean management; Job design; Well-being job satisfaction; Intent to stay
JEL
J28 - Safety; Job Satisfaction; Related Public Policy
M54 - Labor Management

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