عنوان انگلیسی مقاله:

Implementing labor flexibility: A missing link between acquired labor flexibility and plant performance

ترجمه عنوان مقاله: پیاده سازی انعطاف پذیری کار حلقه مفقوده بین انعطاف پذیری کار اکتسابی و عملکرد واحد صنعتی

رشته: مدیریت صنعتی

سال انتشار: 2013

تعداد صفحات مقاله انگلیسی: 11 صفحه

منبع: الزویر و ساینس دایرکت

نوع فایل: pdf

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چکیده انگلیسی مقاله

Implementing labor flexibility: A missing link between acquired labor flexibility and plant performance

The existing studies conceptualize a direct relationship between acquired labor flexibility and plant performance, producing inconsistent empirical results, which makes the topic ripe for further inquiry. We believe acquiring labor flexibility is not sufficient; its implementation is an important intervening step when companies have to tackle accompanying technical and behavioral side effects of labor flexibility. In this paper, we develop and test a theoretical model in which we introduce an intervening variable to capture the implementation of labor flexibility. In addition, evolving human resource management practices that promote acquisition of labor flexibility are also examined in our model.

Case studies in ten printed circuit board plants validated our model. Subsequently, survey data collected from 74 PCB plants was analyzed using Partial Least Squares method. Supporting the proposed model, the results show that the impact of acquired labor flexibility on plant performance is not direct but experienced through the sophistication of labor flexibility implementation exercised by the plant. Our findings also suggested that plants that emphasized process-focused training, provided greater job-rotation training, and designed positive reward structures, acquired higher labor flexibility.

Keywords: Labor flexibility, Partial least-squares (PLS), Plant performance, HRM-practices, Overtime

مقدمه انگلیسی مقاله

Every operating facility offers enormous opportunities to engage the hearts and minds of the people who make it work. Unlike physical resources, which depreciate when used, people tend to become more valuable with time and experience. Management’s challenge is to harness employees’ latent cognitive energy and transform it into a competitive weapon (Morris et al., 2009). An important characteristic of workforce development in this regard is the development of multiple skills (Hopp and Van Oyen, 2004).
The larger a worker’s range of skills, the more flexible is the worker, either in terms of the variety of goods and/or services he/she can produce, or in terms of the range of job assignments. As a result, substantial literature recognizes multi-skilled workers as synonymous with labor flexibility or functional flexibility (Bhattacharya et al., 2005; Hopp and Van Oyen, 2004), a definition also adopted in this study.

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