Parker Sharon K
Australian Graduate School of Management, The University of New South Wales and the University of Sydney, Australia.
J Appl Psychol. 2003 Aug;88(4):620-34. doi: 10.1037/0021-9010.88.4.620.
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.
作者讨论了一项为期3年的准实验性实地研究（N = 368）的结果，该研究表明，实施3种精益生产实践（精益团队、装配线和工作流程正规化）后，对员工产出产生了负面影响。所有精益生产组的员工都受到了负面影响，但装配线员工的情况最差，他们的组织承诺和角色广度自我效能感降低，工作抑郁情绪增加。一个非等效对照组的产出没有负面变化。中介分析表明，精益生产的负面影响至少部分归因于员工对工作特征（工作自主性、技能运用和参与决策）的感知下降。该研究还显示了这些工作特征对心理产出的纵向影响。文中讨论了对精益生产、工作设计和员工福祉的启示。
