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Cited by 549Job Satisfaction and Organizational BehaviorQuality and Supply ManagementManagement Theory and Practice

Could lean production job design be intrinsically motivating? Contextual, configurational, and levels‐of‐analysis issues

de Treville, Suzanne, Antonakis, John·2006·Journal of Operations Management
DOI 10.1016/j.jom.2005.04.001
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Abstract

Are lean production jobs intrinsically motivating? More than 20 years after the arrival of lean production, this question remains unresolved. Generally accepted models of job design such as the Job Characteristics Model (JCM, (Hackman, J.R., Oldham, G.R. 1976. Motivation through the design of work: test of a theory. Organizational Behavior and Human Performance 16, 250–279.)) cannot explain the occurrence of worker intrinsic motivation in the context of lean production. In this paper, we extend the JCM to the lean production context to explain the theoretical relationship between job characteristics and motivational outcomes in lean production. We suggest that a configuration of lean production practices is more important for worker intrinsic motivation than are independent main effects, and that motivation may be limited by excessive leanness. We conclude that lean production job design may engender worker intrinsic motivation; however, there are likely to be substantial differences in intrinsic motivation under differing lean production configurations.

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  • Undesirable employee effects of Lean are well documented in the broader Lean literature.

    “These undesirable employee effects are well documented in the broader Lean literature [32–39, 94–97] but may not show up in reports on Lean in health care either because of how Lean is implemented in health care or because studies in health care simply do not measure employee effects.”

    From Lean Thinking in Emergency Departments: A Critical Review (2011) · cites this paper as [38]

  • Lean can bring about anxiety.

    “Lean implementers and researchers should be aware that Lean can increase workload, threaten autonomy, and bring about anxiety.”

    From Lean Thinking in Emergency Departments: A Critical Review (2011) · cites this paper as [38]

  • Lean can threaten autonomy.

    “Lean implementers and researchers should be aware that Lean can increase workload, threaten autonomy, and bring about anxiety.”

    From Lean Thinking in Emergency Departments: A Critical Review (2011) · cites this paper as [38]

  • Lean can increase workload.

    “Lean implementers and researchers should be aware that Lean can increase workload, threaten autonomy, and bring about anxiety.”

    From Lean Thinking in Emergency Departments: A Critical Review (2011) · cites this paper as [38]

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Authors
de Treville, S., & Antonakis, J.
Affiliations
University of Lausanne (CH)
ORCID
Antonakis, John
Venue
Journal of Operations Management
Publisher
Wiley
Published
2005-06-20
Volume
24
Issue
2
Pages
99-123
ISSN
  • 0272-6963 (ISSN-L)
  • 1873-1317
DOI
10.1016/j.jom.2005.04.001
OpenAlex
W2057024201
Semantic Scholar
ff28210cf766cae7e48f814986fbd3deebe9fb9c
Cited by
549
References
9
Citations by year
2026: 9 · 2025: 13 · 2024: 20 · 2023: 20 · 2022: 25 · 2021: 65 · 2020: 29 · 2019: 35 · 2018: 31 · 2017: 43 · 2016: 33 · 2015: 35 · 2014: 37 · 2013: 34 · 2012: 32
FWCI
15.35
Type
journal article
Language
en
Open access
closed
Licence
onlinelibrary.wiley.com/termsAndConditions#vor (vor)
Locations
  • Journal of Operations Management (publishedVersion)
  • IRIS (submittedVersion)
  • SERVAL (Université de Lausanne) (submittedVersion)
Topics
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
  • Social Sciences › Business, Management and Accounting › Management Information Systems › Quality and Supply Management
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Management Theory and Practice
Keywords
lean manufacturing, job design, intrinsic motivation, job characteristics model, levels of analysis, configurational effects

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