Abstract:
The literature suggests that the bottom-line changes
often cited in lean implementation success stories, such as
reduced inventories and faster flow times, are not the only
results that should be considered. The potential detrimental
effects on employees should be considered as well, or
turnover and morale problems may sabotage the effectiveness
of such implementations. However, the ways in which lean
production environment influence employee behaviour has
received scant empirical attention. The aim of this paper is to
examine the mediating effect of job involvement on the
relationship between perceived organisational support and
turnover intention in the lean production in Sri Lanka. A
random sample of 616 shop-floor employees engaged fulltime
in export-apparel manufacturing firms that have implemented
a formal lean production system in the whole
manufacturing function and it has become the standard of
operation for at least 1 year in Sri Lanka responded.
Regression analysis was used to test the hypotheses. It was
found that job involvement partially mediates the relationship
between perceived organisational support and turnover
intention. The findings provide useful information to better
understand employee perceptions toward lean production
environment and the findings will be a source of general
guidance in stimulating future research in this area.
Citation:
Wickramasinghe, D., & Wickramasinghe, V. (2011). Perceived organisational support, job involvement and turnover intention in lean production in Sri Lanka. The International Journal of Advanced Manufacturing Technology, 55(5), 817–830. https://doi.org/10.1007/s00170-010-3099-z