The effects of lean organizational practices on employees' attitudes and workers' health: evidence from France

Gregor Bouville () and David Alis ()
Additional contact information
Gregor Bouville: DRM - Dauphine Recherches en Management - Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres - CNRS - Centre National de la Recherche Scientifique
David Alis: CREM - Centre de recherche en économie et management - UNICAEN - Université de Caen Normandie - NU - Normandie Université - UR - Université de Rennes - CNRS - Centre National de la Recherche Scientifique

Post-Print from HAL

Abstract: Work organization has deeply changed during the last decade, in particular with the introduction of a new type of management production system in the industrial and service sectors – the lean production system. Few studies have considered the social outcomes of work organization forms. Using the high-performance work system (HPWS) theoretical framework, we first analyze the influence of these specific lean work organization practices and then study the effect of a lean practices bundle on job satisfaction, employees' intent to stay and health at work. The quantitative analysis that we carried out on a French national database (n = 24,486) gives ambiguous results. Our study highlights negative consequences of several lean work organization practices (delegation of responsibilities, problem-solving demand, standardization, job rotation) on job satisfaction, employees' intention to stay and health at work. However, quality management is positively linked to health at work. Lean work organization practices, as a bundle, have a deleterious effect on attitudes and health at work. To our knowledge, quantitative research has rarely been performed on the effects of a lean practices bundle on attitudes and health at work. Our study shows the contrasting effects and the risks associated with the development of lean production, which leads us to suggest some practical implications.

Keywords: health at work; job satisfaction; intent to stay; lean work organization practices; high-performance work system (search for similar items in EconPapers)
Date: 2014
Note: View the original document on HAL open archive server: https://shs.hal.science/halshs-01104687v1
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (4)

Published in International Journal of Human Resource Management, 2014, 25 (21), pp.3016-3037. ⟨10.1080/09585192.2014.951950⟩

Downloads: (external link)
https://shs.hal.science/halshs-01104687v1/document (application/pdf)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:halshs-01104687

DOI: 10.1080/09585192.2014.951950

Access Statistics for this paper

More papers in Post-Print from HAL
Bibliographic data for series maintained by CCSD ().