Research on HRM and lean management: a literature survey

Beauvallet, Godefroy; Houy, Thomas

doi:10.1504/ijhrdm.2010.029444

Cited by 56 publications

(19 citation statements)

References 29 publications

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“…The study has concluded with many results, and one of the most important results is that, there is a positive relationship between the human resource management policies and the employees' performance. The obtained value of direction is 0.35 with positive direction, and this high percentage of employees' performance obtained due to the policy factor, these results agree with Morris & Snell (2010) Conway (2011) &Beauvallet andHouy (2010). Also, the value of the direction between the policy factor and the organizational commitment is 0.75 and it is also with a positive direction.…”

Section: Conclusion and Discussion Of Resultssupporting

confidence: 81%

“…They may never be imitated or substituted, and the ability of the organization to exploit them is a must. Beauvallet and Houy (2010) emphasized the need for supporting the key mechanism and decisive variable which would be able to provide justifications of the direct relation between the competitive advantages of companies which are alleged as lean enterprises, or the ones that usually practice a lean management and HRM.…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

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The Impact of Human Resources Management on Employee Performance: Organizational Commitment Mediator Variable

Tabouli¹,

Habtoor²,

Nashief³

2016

ASS

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This study aims to examine the impact of the human resource management (HRM) policies on the organizational commitment and the performance of the employees at Jumhoruia bank in Libya. The study encompasses the policies factor as an independent variable and the factor of employee performance as a dependent variable. This study also intends to investigate the role of "organizational commitment" as a mediator variable between the polices of (HRM) and the performance of the employee, and to achieve these aims, the researchers have used the descriptive analytical method (quantitative) which represented using (CFA) in order to verify the structural truth of the study factors reaching to use (SEM-AMOS). The study is targeting all employees working in Jumhoruia bank, the headquarters and the branches in the capital city of Libya, Tripoli The study has concluded with many results, and one of the most important results is that, there is a positive relationship between the (HRM) and the employees' performance. The study also found that there is an indirect positive effect to the (HRM) through the organizational commitment with a percentage higher than the direct impact. the researchers recommends that all policy makers of (HRM) should pay more concern on policies and practices related to the employees which results into developing the employees' performance, also policy makers inside the bank should concentrate on emotional aspects of the employees which in turn result into a higher positive influence on their performance compared with the direct impact on their performances.

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Section: Conclusion and Discussion Of Resultssupporting

confidence: 81%

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

The Impact of Human Resources Management on Employee Performance: Organizational Commitment Mediator Variable

Tabouli¹,

Habtoor²,

Nashief³

2016

ASS

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“…According to the Resourced Based View by Barney (1991), the creation of competitive advantage depends on prerequisites that may be closely related to the HRM area, since resources must be valuable and rare to the organization, may never be imitated or replaced, and the organization must be able to exploit them. Beauvallet and Houy (2010) support that the key mechanism and decisive variable that would justify the competitive advantages of companies alleged as being lean enterprises, or the ones practicing a lean management, are directly related to HRM.…”

Section: Theoretical Backgroundmentioning

confidence: 94%

Human resources management policies and practices scale (HRMPPS): exploratory and confirmatory factor analysis

Demo¹,

Neiva²,

Nunes³

et al. 2012

BAR, Braz. Adm. Rev.

118

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Given the strategic relevance of Human Resources Management (HRM) in organizations and the lack of scientific instruments to measure employees' perceptions about policies and practices of HRM, this study aimed to validate the Human Resources Management Policies and Practices Scale (HRMPPS) through exploratory and confirmatory factor analysis using the maximum likelihood method. The study has a quantitative design, but also included qualitative analysis required for the development of a scale. Employees from various organizations composed a sample of 632 people. Scale reliability was assessed by Cronbach's alpha and Jöreskog's rho. A sixfactor model was generated showing high-reliability and good fit. Construct validity was provided through convergent and discriminant analyses. The factors were consistent with the literature review and explained about 58% of the construct's total variance. This study contributes to the scientific production in the area of Human Resources Management since HRMPPS can be used not only in relational studies but also as an evaluation instrument by managers who wish to improve their employees' well-being as well as organizational outcomes.

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“…On the other hand, HRM comprises people-related guidelines, policies, programs, philosophy, systems, and practices that organization implement to manage and improve their human resource and bring flexibility to a workplace (Shah and Ward, 2003;Boxall and Purcell, 2011;Armstrong and Tylor, 2014). The characteristics of LM such as knowledge sharing, continuous improvement concept and senior management support deal with human resources issues and thus have implications on the HRM of lean companies (Beauvallet and Houy, 2009). LM from HRM could be seen from these two viewpoints: (1) LM involves establishing the material conditions and an appropriate HRM that allow a mobilization of employees and management around quality and performance, (2) LM involves integrating middle management and support services with production rather than distance them (Beauvallet and Houy, 2009).…”

Section: The Relationship Between Lm and Hrm Practicesmentioning

confidence: 99%

“…The characteristics of LM such as knowledge sharing, continuous improvement concept and senior management support deal with human resources issues and thus have implications on the HRM of lean companies (Beauvallet and Houy, 2009). LM from HRM could be seen from these two viewpoints: (1) LM involves establishing the material conditions and an appropriate HRM that allow a mobilization of employees and management around quality and performance, (2) LM involves integrating middle management and support services with production rather than distance them (Beauvallet and Houy, 2009).…”

Section: The Relationship Between Lm and Hrm Practicesmentioning

confidence: 99%

Mediating Effect of HRM Practices on Lean Management and Operational Performance: A Conceptual Framework

Azhani¹,

Zainuddin²

2018

TOJDAC

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Public sectors in Malaysia are operating in a rapidly-changing world. The emergence of globalization, the borderless world and increasing budgetary constraints are major challenges to the public sectors in ensuring continuous improvement in service delivery to customers. This paper presents a conceptual framework with the major objective to investigate from the resource-based view theory perspective, the mediating effect of human resource management practices on the relationship between lean management and operational performance within Malaysia public sector. The main research question addresses by this study is whether lean management enhances operational performance directly or indirectly through the support of the human resource management practices. The conceptual model could build momentum by stimulating new research in public sector which is anticipated to be a framework for future studies in the academic field and public sector lean management implementers.

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Research on HRM and lean management: a literature survey

Cited by 56 publications

References 29 publications

The Impact of Human Resources Management on Employee Performance: Organizational Commitment Mediator Variable

The Impact of Human Resources Management on Employee Performance: Organizational Commitment Mediator Variable

Human resources management policies and practices scale (HRMPPS): exploratory and confirmatory factor analysis

Mediating Effect of HRM Practices on Lean Management and Operational Performance: A Conceptual Framework

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