The effects of integrated manufacturing on job characteristics

Bayo‐Moriones, Alberto; Bello‐Pintado, Alejandro; Merino–Díaz-de-Cerio, Javier

doi:10.1111/j.1468-005x.2009.00239.x

Cited by 7 publications

(11 citation statements)

References 74 publications

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“…Consistent with others such as Bayo‐Moriones et al . (2010) and Morris and Venkatesh (2010) we adopt the Job Characteristics model (JCM) to reflect on the workplace implications of complex technologies such as ERPs.…”

Section: Job Design and Erp Characteristicssupporting

confidence: 93%

“…By virtue then, an ERP system has the ability to impact a far wider group of individuals within the organisation than technologies such as integrated manufacturing systems on production staff (e.g. Bayo‐Moriones et al ., 2010). ERP research ignoring the heterogeneous nature of ERP user groups with little consideration as to how the variable nature of their relative work environments may produce different outcomes post‐ERP implementation may lack significant explanatory power (e.g.…”

Section: Resultsmentioning

confidence: 99%

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Differential effects of ERP systems on user outcomes—a longitudinal investigation

Murphy¹,

Chang²,

Unsworth³

2012

New Technol Work Employ

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Adopting a model of job enrichment we report on a longitudinal case investigating the perceived impact of an Enterprise Resource Planning (ERP) system on user job design characteristics. Our results indicated that in the context of an ERP geared towards centralisation and standardisation the extent to which users perceived an increase or decrease in job enrichment was associated with aspects such as formal authority and the nature of their work role. Experienced operational employees proficient in the original legacy system perceived ERP system protocols to constrain their actions, limit training and increase dependence on others in the workflow. Conversely, managerial users reported a number of benefits relating to report availability, improved organisational transparency and increased overall job enrichment. These results supported our argument concerning the relationship between ERPs with a standardisation intent and positive job enrichment outcomes for managerial users and negative job‐related outcomes for operational users.

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Section: Job Design and Erp Characteristicssupporting

confidence: 93%

Section: Resultsmentioning

confidence: 99%

Differential effects of ERP systems on user outcomes—a longitudinal investigation

Murphy¹,

Chang²,

Unsworth³

2012

New Technol Work Employ

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“…More recent research, however, has shown the limited extent of employee involvement in the use of management methods and even a loss of emphasis over the years (Moriones, Pintado, & Merino, 2010;Rachid, 2009;Vidal, 2007;Wood & Wall, 2007). Pinto et al (2009) observed the limited extent of employee involvement in firms applying Six Sigma.…”

Section: Of Involvementmentioning

confidence: 99%

“…We conducted a survey, the goal of which was to gain access to information concerning a wide range of auto parts companies, develop an overview of the adopted production management methods adopted, and establish the extent of employee involvement. The survey employed a structured questionnaire, using as a basis for the items the literature review and questionnaires used in our own previous own research on the work organization, mainly in the automotive and white goods industry (Alves et al, 2003;Araújo, Gitahy, Rachid, & Cunha, 2006;Moriones et al, 2010;Nichols & Cam, 2005;Rachid, 2009;Vidal, 2007;Wood & Wall, 2007).…”

Section: Research Proceduresmentioning

confidence: 99%

Production Management and Employees - A Survey of Auto Parts Companies

Souza

Rachid

2016

RAM, Rev. Adm. Mackenzie

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Purpose: This paper presents an overview of the adoption of methods of production management methods for auto parts companies in Brazil and verifies if there is involvement of shop floor workers in their use, taking into consideration the relevance of involvement to organizational performance and obtaining the results expected from the adoption of these methods, as indicated by in line with research on participatory management and the manuals in the area of operations management. Originality/gap/relevance/implications: Involvement is a significant construct in product management and has been widely researched, but little research has been dedicated to investigating whether there is any involvement of employees in the use of multiple methods. Most of the existing research concentrates analysis on the adoption of a single method in isolation and in the literature it has been observed that companies do not always follow the recommendation to involve workers in their use, thus what motivated this study. Key methodological aspects: We conducted a survey in 95 auto parts companies to gain access to information about a wide range of auto parts companies, plotting an overview of the adopted production management methods adopted and examining the extent of the involvement of employees. Summary of key results: Most of methods investigated were widely adopted by the companies surveyed. Generally, the surveyed companies stated that there is employee involvement, although this varies from one method to another. The study identified cases in which methods have been adopted and after some time have ceased to be used by some companies. The abandonment of Six Sigma occurred mainly in companies in which there was no involvement of employees in the application of this method. The method most commonly abandoned, however, was the suggestion program, despite exhibiting greater employee involvement, indicating that some companies continue to experience difficulty applying this type of method over time. Limited time for training may also have hampered the use of some methods. Key considerations/conclusions: The researched methods have been implemented by the examined companies. The research confirms that quality still plays a major role concerning employee involvement; representing one of the most noticeable aspects regarding lean production. Most of the investigated training is focused on this area, but the fact that time dedicated to training is short helps elucidate the difficulty related to involvement in methods which require a higher level of formal training. Cases in which companies implemented certain methods and soon discontinued them have been observed, highlighting the suggestion program, in which the employee involvement is central; what indicates that difficulties related to this involvement remain in some companies.

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“…Bayo‐Moriones et al . (: 64–69) identify four key job characteristics: job variety, job autonomy, job interdependence and job complexity. For these authors, the main concern is with the implications for competitiveness and human resource management policy and practice.…”

Section: Debatesmentioning

confidence: 99%

Managerial technologies and power relations: a study of theAustralian waterfront

Gekara¹,

Fairbrother²

2013

New Technol Work Employ

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In recent times, the modern port has been characterised by rapid changes in work technologies and the consolidation of logistics functions. These changes signify an important recomposition of the port labour process and raise questions about the strategic location of frontline manual jobs. This research examines how these changes have played out in the Australian ports industry, developing the argument that a depersonalised managerial form of control is emerging with potentially challenging consequences for worker solidarity and collective organisation. The argument is that relations between port management and workers have changed significantly, with a reconfiguration of job roles, skill compositions and thus workplace power relations. It is informed by qualitative research at two Australian ports, exploring the organisation of work and the impact of recent technologies.

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The effects of integrated manufacturing on job characteristics

Cited by 7 publications

References 74 publications

Differential effects of ERP systems on user outcomes—a longitudinal investigation

Differential effects of ERP systems on user outcomes—a longitudinal investigation

Production Management and Employees - A Survey of Auto Parts Companies

Managerial technologies and power relations: a study of theAustralian waterfront

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