Work and Organization Practices and QCD Manufacturing Performance

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I explored the relationships between work and organization practices and the quality, cost, and delivery-time of manufactuirng performance, based on evidence gathered from assembly lines and cells at Japanese electronics plants. The relationships were complicated and elusive, regardless of those practices' closer vicinity to the direct corresponding effects compared with their more distant relation to the firm's performance. The results indicated the limits of HR's strategic impact. Nevertheless, work and organization practices had some bearing on manufacturing performance, and they still mattered, especially for managers at manufacturing companies. Furthermore, I found two HR systems that were embedded in a manufacturing setting.

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