Safety Reloaded: Lean Operations and High Involvement Work Practices for Sustainable Workplaces

Arnaldo Camuffo (), Federica Stefano () and Chiara Paolino ()
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Arnaldo Camuffo: Bocconi University
Federica Stefano: Bocconi University
Chiara Paolino: Università Cattolica del Sacro Cuore

Journal of Business Ethics, 2017, vol. 143, issue 2, No 3, 245-259

Abstract: Abstract Starting from the recent quest to investigate the human side of organizational sustainability, this study applies a variety of regression analyses to investigate the effects of Lean Operations, High Involvement Work Practices, and management behaviors on occupational safety. It tests and finds support for the hypotheses that Lean Production systems, High Involvement Work Practices, and two specific management behaviors—workers’ capability development (coaching and teaching of workers) and empowerment (autonomy and participation of workers in developing their own job standards)—positively affect occupational safety. Furthermore, empowering behaviors positively moderate the effect of Lean Operations on workers’ safety. The study bridges sustainable operations literature with theories related to the ethical side of safety management, sustainable HRM, ethical leadership, and empowerment. In doing so, it contributes to the understanding of occupational safety as constitutive aspect of organizational sustainability.

Keywords: Lean Production; High Involvement Work Practices; Occupational safety; Sustainable operations; Management behaviors; Empowerment (search for similar items in EconPapers)
Date: 2017
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Citations: View citations in EconPapers (11)

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DOI: 10.1007/s10551-015-2590-8

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