Mohammed I. Raja1, Lawrence D. Fredendall2

(1. York College of Pennsylvania, USA; 2. Clemson University, USA)

 

 

Abstract: This study empirically examines the joint effects of technical and social lean work practices on employee performance (EP) and employee quality of work life (QWL) by surveying front line supervisors in 200 manufacturing firms throughout the United States. The model was analyzed using structural equation modeling and the findings suggest that implementing lean technical practices without implementing social practices such as employee involvement and empowerment has only a limited effect on EP. However, large performance gains are obtained when technical and social practices are implemented together (simultaneously). This research also provides support to practitioner arguments that middle managers are essential to successfully implement lean systems and that lean systems cannot thrive without changes in the supporting management systems.

 

 

Key words: lean management; quality of work life; employee performance; middle management support

 

JEL codes: M11