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Cited by 109Employment, Labor, and Gender StudiesWorkplace Health and Well-beingJob Satisfaction and Organizational Behavior

Lean production assessed by Karasek's job demand-job control model

Open access
Schouteten, Roel, Benders, Jos·2004·Economic and Industrial Democracy
DOI 10.1177/0143831x04044831
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Abstract

Comments on the quality of working life (QWL) under lean production have varied from devastating criticism on the one hand, to eulogistic praise on the other. These contrasting positions can be related to researchers’ opposing societal stances and resulting interpretations, which are reinforced by the methodologies used and the absence of an external framework to judge QWL. Using Karasek’s job demand–job control model, the authors investigate a Dutch plant operating under a lean production (LP) regime in an attempt to resolve the controversy. The jobs in this plant can be placed in Karasek’s quadrant of low job demands and low job control, which means that antagonists of LP are right in claiming that the work is monotonous and repetitive, while the advocates’ claim that workers have sufficient job decision latitude also holds.

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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 [39]

  • 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 [39]

  • 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 [39]

  • 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 [39]

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4 of the 62 references couldn’t be matched to a known paper.

Research works printed but not linked: 10

  1. Elger, T. and C. Smith (1994) 'Introduction', pp. 1-24 in T. Elger and C. Smith (eds) Global Japanization? The Transnational Transformation of the Labour Process. London and New York: Routledge.
  2. Hacker, W. (1989) 'Vollsta¨ndige vs. unvollsta¨ndige Arbeitsta¨tigkeiten', pp. 463-6 in S. Greif, H. Holling and N. Nicholson (eds) Arbeits-und Organisationspsychologie, Munich: Psychologie Verlags Union.
  3. Hackman, J.R. and G.R. Oldham (1980) Work Redesign. Reading, MA: Addison- Wesley.
  4. Kammeraat, R. (2000) 'Welzijn bij Giant Europe Manufacturing B.V. Een onderzoek naar het verbeteren van het welzijn en het verhogen van de betrokkenheid van de medewerkers op de assemblage-afdeling van een fietsenfabriek', Master thesis, Uni- versity of Groningen.
  5. Krafcik, J.F. (1988) 'Triumph of the Lean Production System', Sloan Management Review 30(1): 41-52.
  6. Monden, Y. (1983) Toyota Production System. Norcross, GA: Industrial Engineering and Management Press.
  7. Parker, M. and J. Slaughter (1988) Choosing Sides. Boston, MA: South End Press.
  8. Parker, S.K. (2003) 'Longitudinal Effects of Lean Production', Journal of Applied Psychology 88(4): 620-34.
  9. Trist, E.A. and K.W. Bamforth (1951) 'Some Special and Psychological Conse- quences of the Longwall Method of Coal-Getting', Human Relations 4(1): 3-38.
  10. Wilkinson, A. (2002) 'Empowerment', pp. 1720-30 in M. Warner (ed.) International Encyclopedia of Business and Management. London: Thomson Learning.

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Authors
Schouteten, R., & Benders, J.
Affiliations
Radboud University Nijmegen (NL)
ORCID
Venue
Economic and Industrial Democracy
Publisher
SAGE Publications
Published
2004-08
Volume
25
Issue
3
Pages
347-373
ISSN
  • 0143-831X (ISSN-L)
  • 1461-7099
DOI
10.1177/0143831x04044831
OpenAlex
W2166125286
Cited by
109
References
62
Citations by year
2025: 1 · 2022: 1 · 2021: 37 · 2020: 4 · 2019: 4 · 2018: 4 · 2017: 10 · 2016: 3 · 2015: 6 · 2014: 7 · 2013: 3 · 2012: 11
FWCI
5.41
Type
journal article
Language
en
Open access
Licence
journals.sagepub.com/page/policies/text-and-data-mining-license (tdm)
Locations
  • Economic and Industrial Democracy (publishedVersion)
  • Radboud Repository (Radboud University) (submittedVersion)
  • RePEc: Research Papers in Economics (submittedVersion)
  • Lirias (submittedVersion)
Topics
  • Social Sciences › Safety Research › Employment, Labor, and Gender Studies
  • Health Sciences › Health Professions › General Health Professions › Workplace Health and Well-being
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
Keywords
lean manufacturing, quality of work life, Karasek, job control, job demands, job decision latitude

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