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Cited by 438Job Satisfaction and Organizational BehaviorWorkplace Health and Well-beingQuality and Supply Management

Longitudinal effects of Lean production on employee outcomes and the mediating role of work characteristics

Parker, Sharon K.·2003·Journal of Applied Psychology
DOI 10.1037/0021-9010.88.4.620
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Abstract

The author discusses results from a 3 year quasi-experimental field study (N = 368), which suggest negative effects on employee outcomes after the implementation of 3 lean production practices: lean teams, assembly lines, and workflow formalization. Employees in all lean production groups were negatively affected, but those in assembly lines fared the worst, with reduced organizational commitment and role breadth self-efficacy and increased job depression. A nonequivalent control group had no negative changes in outcomes. Mediational analyses showed that the negative effects of lean production were at least partly attributable to declines in perceived work characteristics (job autonomy, skill utilization, and participation in decision making). The study also shows the longitudinal effects of these work characteristics on psychological outcomes. Implications for lean production, work design, and employee well-being are discussed.

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Crossref · 10.1037/0021-9010.88.4.620

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  • Lean affects employees responsible for carrying out the work, as studies outside healthcare demonstrate.

    “By transforming work structures and processes, Lean also affects the employees responsible for carrying out the work, as studies of Lean outside of healthcare demonstrate [32–36].”

    From Lean Thinking in Emergency Departments: A Critical Review (2011) · cites this paper as [33]

  • Lean production is not a single unitary production concept, either in its design or in its implementation.

    ““Lean production is … not a single unitary production concept, either in its design or in its implementation” [33].”

    From Lean Thinking in Emergency Departments: A Critical Review (2011) · cites this paper as [33]

  • The effects of Lean are contingent on how and where Lean is implemented.

    “This has led researchers to propose that the effects of Lean are contingent on how and where Lean is implemented [33, 37, 41].”

    From Lean Thinking in Emergency Departments: A Critical Review (2011) · cites this paper as [33]

  • 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 [33]

  • 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 [33]

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Authors
Parker, S. K.
Affiliations
The University of Sydney (AU)
Corresponding author
Parker, Sharon K.
ORCID
Parker, Sharon K.
Venue
Journal of Applied Psychology
Publisher
American Psychological Association (APA)
Published
2003
Volume
88
Issue
4
Pages
620-634
ISSN
  • 0021-9010 (ISSN-L)
  • 1939-1854
DOI
10.1037/0021-9010.88.4.620
OpenAlex
W2041482123
Cited by
438
References
79
Citations by year
2026: 3 · 2025: 12 · 2024: 8 · 2023: 15 · 2022: 12 · 2021: 26 · 2020: 23 · 2019: 28 · 2018: 18 · 2017: 35 · 2016: 21 · 2015: 31 · 2014: 37 · 2013: 18 · 2012: 33
FWCI
14.88
Type
journal article
Language
en
Open access
closed
Locations
  • Journal of Applied Psychology (publishedVersion)
  • PubMed (publishedVersion)
Topics
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
  • Health Sciences › Health Professions › General Health Professions › Workplace Health and Well-being
  • Social Sciences › Business, Management and Accounting › Management Information Systems › Quality and Supply Management
Keywords
lean manufacturing, assembly line, employee outcomes, organizational commitment, role breadth self-efficacy, job characteristics, employee autonomy, skill utilization, employee participation, job design, employee well-being, mediating effect
MeSH terms
Adult, Employee Performance Appraisal, Employment, Female, Humans, Job Description, Job Satisfaction, Longitudinal Studies, Male, Time Factors, Workload

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