The Roles of Human Resource Management in Lean Management: A Case Study of Thammasat University Hospital
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Published:
Dec 28, 2018
Keywords:
Lean Management Human Resource Management High-performance HR Practices
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Abstract
The objective of this paper is to examine the following research question, “How does lean management affect workers/employees in organizations? What are the roles of the human resources (HR) management in the implementation of lean management?” The qualitative research design, in particular the case study of a hospital in Thailand, i.e., Thammasat University Hospital, was applied in this paper. In this respect, the findings of this paper support the proposition that “Lean management fosters workers/employees to get out of their comfort zone, change their work procedures, and work faster. This means an increase in workload for employees that may lead to resistance among these employees. However, the HRM department of organizations plays an important role in the success of lean management and the reduction of employees’ resistance in that the HRM department provides advice to the management or top managers of organizations regarding manpower, serves as the catalyst in organization change regarding the implementation of lean management, supervises the safety of patients and employees in the context of lean management, and continuously trains employees so that these employees have knowledge and skills that are in accordance with lean management and that they are able to work in the context of lean management.” In this regard, this means that the HRM department must understand its roles and is able to apply the high performance HR practices for the success of lean management in organizations. The findings of this paper also have implications for practitioners and HR professionals, especially managers and employees who aim to apply the concept of lean management in their organizations. That said, the HRM department, including HR professionals should participate in every decision-making step from the introduction to the implementation of lean management in organizations.
Article Details
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นภาธร จ. (2018). The Roles of Human Resource Management in Lean Management: A Case Study of Thammasat University Hospital. Journal of HR Intelligence, 13(2), 96–122. Retrieved from https://so03.tci-thaijo.org/index.php/hri/article/view/213000
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Research Articles
ขอมอบลิขสิทธิ์บทความที่ได้รับการตีพิมพ์ให้แก่สถาบันเสริมศึกษาและทรัพยากรมนุษย์ กรณีมีการฟ้องร้องเรื่องการละเมิดลิขสิทธิ์เกี่ยวกับภาพ กราฟ ข้อความส่วนใดส่วนหนึ่ง และ/หรือข้อคิดเห็นที่ปรากฎในบทความ ให้เป็นความรับผิดชอบของข้าพเจ้าและผู้เขียนร่วมแต่เพียงผู้เดียว
References
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Achanga, P., Shebab, E., Roy, R. and Nelder, G. (2006). Critical success factors for lean implementation within
SMEs. Journal of Manufacturing Technology Management, 17, 460-471.
Ahrens, T. (2006). Lean production : Successful implementation of organizational change in operations instead of
short term cost reduction efforts. Lean Alliance. Accessed July 15, 2014, from http://www.lean-alliance.
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Management Journal, 37, 3, 670-687.
Bamber, G.J., Gittell, J.H., Kochan, T.A., and von Nordenflytch, A. (2009). Up in the air : How airlines can improve
performance by engaging their employees. Ithaca, NY : Cornell University Press.
Bamber, G.J., Stanton, P., Bartram, T., and Ballardie, R. (2014). Human resource management, lean processes, and
outcomes for employees: towards a research agenda. International Journal of Human Resource Management,
25, 21, 2881-2891.
Batt, R. (2002). Managing customer services : Human resource practices, quit rates, and sales growth. Academy
of Management Journal, 45, 3, 587-597.
Ben-Tovim, D.I., Bassham, J.E., Bolch, D., Martin, M.A., Dougherty, M. and Szwarcbord, M. (2007). Lean thinking
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Besharov, M. (2014). The relational ecology of identification: How organizational identification emerges when
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Bhasin, S. (2012). An appropriate change strategy for lean success. Management Decision, 50, 439-458.
Boselie, P., Dietz, G. and Boon, C. (2005). Commonalities and contradictions in HRM and performance research.
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Bowen, D.E. and Ostroff, C. (2004). Understanding HRM-firm performance linkages : The role of the ‘strength’ of
the HRM system. Academy of Management Review, 29, 203 - 221.
Bruce, M., Daly, L. and Towers, N. (2004). Lean or agile : A solution for supply chain management in the textiles
and clothing industry. International Journal of Operations and Production Management, 24, 151 - 170.
Bruun, P. and Mefford, R.N. (2004). Lean production and the Internet. International Journal of Production Economics,
89, 247-260.
Carter, B., Danford, A., Howcroft, D., Richardson, H., Smith, A., and Taylor, P. (2011). Lean and mean in the civil
service : The case of processing in HRMC. Public Money and Management, 31, 115-122.
Carter, B., Danford, A., Howcroft, D., Richardson, H., Smith, A., and Taylor, P. (2012). Lean and ‘nothing gets done
and no one knows why’ : PCS and workplace control of Lean in HM Revenue and Customs. Industrial
Relations Journal, 45, 416-432.
Carter, B., Danford, A., Howcroft, D., Richardson, H., Smith, A., and Taylor, P. (2013). Stressed out of my box:
Employee experience of lean working and occupational ill-health inn clerical work in the UK public sector.
Work, Employment and Society, 7, 747 - 767.
Comm, C. and Mathiasel, D. (2008). Implementing a lean enterprise approach to achieve business excellence.
International Journal of Business Excellence, 1, 448-456.
De Menezes, L.M., Wood, S. and Gelade, G. (2010). The integration of human resource and operation management
practices and its link with performance : A longitudinal latent case study. Journal of Operations Management,
28, 455 - 471.
Deming, W. E. (1986). Out of the crisis. Cambridge : MIT Press.
De Souza, L.B. and Pidd, M. (2011). Exploring the barriers to lean healthcare implementation. Public Money and
Management, 31, 59-68.
Eisenhardt, K. M. (1989). Building theories from case study research. Academy of management review, 14, 4, 532-550.
Gough, R. and Fastenau, M. (2004). Implementing different concepts of lean production : Workers’ experience of
lean production in North American transplants. International Journal of Employment Studies, 12, 91-124.
Gowen, C. R. III, MCfadden, K.L. and Tallon, W.J. (2006). On the centrality of strategic human resource management for healthcare quality results and competitive advantage. Journal of Management Development, 25, 806-826.
Graham, L. (1995). On the line at Subaru-Isuzu : The Japanese model and the American worker. Ithaca, NY : Cornell
University Press.
Green, S.D. (2002). The human resource management implications of lean construction : Critical perspectives and
conceptual chasms. Journal of Construction Research, 3, 147-165.
Grugulis, I. and Lloyd, C. (2010). Skill and the labor process : The conditions and consequences of change. In P.
Thompson and C. Smith (Eds.), Working life : Renewing labor process analysis (pp.91-112). Houndmills :
Palgrave Macmillan.
Huselid, M.A. (1995). The impact of human resource management practices on turnover, productivity, and corporate
financial performance. Academy of Management Journal, 38, 3, 635-672.
Jiang, K. Lepak, D.P., Hu, J. and Baer, J.C. (2012). How does human resource management influence organizational
outcomes? A meta-analytic investigation of mediating mechanisms. Academy of Management Journal,
55, 6, 1264-1294.
Jones, R., Latham, J. and Betta, M. (2013). Creating the illusion of employee empowerment: Lean production in
the international automobile industry. The International Journal of Human Resource Management, 24, 1629-1645.
Jorgensen, B. and Emmitt, S. (2008). Lost in transition : The transfer of lean manufacturing to construction. Enginering,
Construction, and Architectural Management, 15, 383-398.
Kashefi, M. (2009). Job satisfaction and/or job stress: The psychological consequences of working in ‘high
performance work organizations’. Current Sociology, 57, 809-828.
Koeijer, R.J., Paauwe, J. and Huijsman, R. (2014). Toward a conceptual framework for exploring multilevel relationships
between Lean management and Six Sigma, enabling HRM, strategic climate and outcomes in healthcare.
The International Journal of Human Resource Management, 25, 21, 2911-2925.
Kollberg, B., Dahlgaard, J.J., and Brehmer, P.-O. (2007). Measuring lean initiatives in health care settings : Issues
and findings. International Journal of Productivity and Performance Management, 56, 7 - 24.
Lado, A.A. and Wilson, M.C. (1994). Human resource systems and sustained competitive advantage : A competencybased perspective. Academy of Management Review, 19, 699-727.
Laureani, A., Antony, J. and Douglas, A. (2010). Lean Six Sigma in a call center : A case study. International Journal
of Productivity and Performance Management, 59, 757 - 768.
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NY : McGraw Hill.
Linehart, J., Huxley, C. and Robertson, D. (1997). Just another car factory? Lean production and it discontents.
Ithaca, NY : Cornell University Press.
MacDuffie, J. P. (1995). Human resource bundles and manufacturing performance : Organizational logic and
flexible production systems in the world auto industry. Industrial and Labor Relations Review, 48, 197-221.
Paauwe, J. (2009). HRM and performance : Achievements, methodological issues and prospects. Journal of
Management Studies, 46, 129-142.
Paauwe, J., Wright, P. and Guest, D. (Eds.). (2013). HRM and performance : What do we know and where should
we go? In HRM and performance : Achievements and challenges (pp.1-13). Chichester: Wiley.
Parker, M. and Slaughter, J. (1995). Unions and management by stress. In S. Babson (Ed.), Lean work : Empowerment
and exploitation in the global auto industry (pp.43-53). Detroit, MI : Wayne State University Press.
Piercy, N. and Rich, N. (2009). Lean transformation in the pure service environment : The case of the call service
center. International Journal of Operations and Production Management, 29, 54-76.
Plsek, P.E. (2013). Accelerating health care transformation with Lean and innovation : The Virginia Mason experience.
Boca Raton : FL : CRC Press.
Radnor, Z. and Osborne, S.P. (2013). Lean : A failed theory for public services? Public Management Review, 15,
265 - 287.
Radnor, Z., Walley, P., Stephens, A. and Bucci, G. (2006). Evaluation of the Lean approach to business management
and its use in the public sector. Edinburgh : Scottish Executive.
Rahbekm E., Pedersen, G. and Huniche, M. (2011). Determinants of lean success and failure in the Danish public
sector - A negotiated older perspective. International Journal of Public Sector Management, 24, 403-420.
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Human Relations, 48, 1403-1425.
Shah, R., Chandraskeran, A., and Linderman, K. (2008). In pursuit of implementation patterns: The context of Lean
and Six Sigma. International Journal of Production Research, 46, 6679 - 6699.
Stewart, P., Danford, A., Richardson, M. and Pulignano, V. (2010). Workers’ experiences of skill training and
participation in lean and high performance workplaces in Britain and Italy. Employee Relations, 32, 606-624.
Stewart, P., Murphy, K., Danford, A., Richardson, T., Richardson, M. and Wass, V. (2009). We sell out time no more:
Workers struggles against lean production in the British car industry. London : Pluto Press.
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organizational performance: A relational perspective. Academy of Management Journal, 50, 3, 558-577.
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5 November 2017 from http://hospital.tu.ac.th/ab_hospital.php.
Thirkell, E. and Ashman, I. (2014). Lean towards learning : Connecting Lean thinking and human resource management
in UK higher education. The International Journal of Human Resource Management, 25, 21, 2957-2977.
Torella, M.S., Falzon, P. and Morais, A. (2012). Participatory design in Lean production : Which contribution from
employees? For what end? Work, 41, 2706-2712.
Tracey, M.W. and Flinchbaugh, J.W. (2006). How human resource departments can help lean transformation.
Target, 22, 5-10.
Turner, C.M. (2012). Implement a Lean management system : Create change through improvement. North Charleston,
SC : Createspace.
Vidal, M. (2007). Lean production, worker empowerment and job satisfaction : A qualitative analysis and critique.
Critical Sociology, 33, 247-278.
Waring, J.J. and Bishop, S. (2010). Lean healthcare : Rhetoric, ritual, and resistance. Social Science and Medicine,
71, 1332-1340.
Womack, J. and Jones, D. (2003). Lean thinking. London: Simon and Schuster.
Womack, J. and Jones, D. (2005). Lean solutions : How companies and customers can create value and wealth
together. New York, NY : Free Press.
Womack, J., Jones, D., and Roos, D. (1990). The machine that changed the world. New York, NY : Harper.
Wright, P.M. and McMahan, G.C. (1992). Theoretical perspectives for strategic human resource management.
Journal of Management, 18, 295-320.
Yin, R. K. (2014). Case study research : Design and methods. Sage Publications.
Abdullah, S.R.S. and Keenoy, T. (1995). Japanese managerial practices in the Malaysian electronic industry : Two
case studies. Journal of Management Studies, 32, 747-766.
Aboelmaged, M. G. (2010). Six Sigma quality: A structured review and implications for future research. International
Journal of Quality and Reliability Management, 27, 269-318.
Achanga, P., Shebab, E., Roy, R. and Nelder, G. (2006). Critical success factors for lean implementation within
SMEs. Journal of Manufacturing Technology Management, 17, 460-471.
Ahrens, T. (2006). Lean production : Successful implementation of organizational change in operations instead of
short term cost reduction efforts. Lean Alliance. Accessed July 15, 2014, from http://www.lean-alliance.
com/en/images/pdf/la_lean_survey.pdf.
Anderson-Connelly, R., Grunberg, L., Greenberg, E. and Moore, S. (2002). Is lean meam? : Workplace transformation
and employee well-being. Work, Employment and Society, 16, 389-412.
Arnheiter, E.D. and Maleyeff, J. (2005). The integration of lean management and Six Sigma. The TQM Magazine,
17, 5-18.
Arthur, J.B. (1994). Effects of human resource systems on manufacturing performance and turnover. Academy of
Management Journal, 37, 3, 670-687.
Bamber, G.J., Gittell, J.H., Kochan, T.A., and von Nordenflytch, A. (2009). Up in the air : How airlines can improve
performance by engaging their employees. Ithaca, NY : Cornell University Press.
Bamber, G.J., Stanton, P., Bartram, T., and Ballardie, R. (2014). Human resource management, lean processes, and
outcomes for employees: towards a research agenda. International Journal of Human Resource Management,
25, 21, 2881-2891.
Batt, R. (2002). Managing customer services : Human resource practices, quit rates, and sales growth. Academy
of Management Journal, 45, 3, 587-597.
Ben-Tovim, D.I., Bassham, J.E., Bolch, D., Martin, M.A., Dougherty, M. and Szwarcbord, M. (2007). Lean thinking
across a hospital : Redesigning care at the Flinders Medical Center. Australian Health Review, 31, 10 - 15.
Besharov, M. (2014). The relational ecology of identification: How organizational identification emerges when
individuals hold divergent values. Academy of Management Journal, 57, 1485 - 1512.
Bhasin, S. (2012). An appropriate change strategy for lean success. Management Decision, 50, 439-458.
Boselie, P., Dietz, G. and Boon, C. (2005). Commonalities and contradictions in HRM and performance research.
Human Resource Management Journal, 15, 67 - 94.
Bowen, D.E. and Ostroff, C. (2004). Understanding HRM-firm performance linkages : The role of the ‘strength’ of
the HRM system. Academy of Management Review, 29, 203 - 221.
Bruce, M., Daly, L. and Towers, N. (2004). Lean or agile : A solution for supply chain management in the textiles
and clothing industry. International Journal of Operations and Production Management, 24, 151 - 170.
Bruun, P. and Mefford, R.N. (2004). Lean production and the Internet. International Journal of Production Economics,
89, 247-260.
Carter, B., Danford, A., Howcroft, D., Richardson, H., Smith, A., and Taylor, P. (2011). Lean and mean in the civil
service : The case of processing in HRMC. Public Money and Management, 31, 115-122.
Carter, B., Danford, A., Howcroft, D., Richardson, H., Smith, A., and Taylor, P. (2012). Lean and ‘nothing gets done
and no one knows why’ : PCS and workplace control of Lean in HM Revenue and Customs. Industrial
Relations Journal, 45, 416-432.
Carter, B., Danford, A., Howcroft, D., Richardson, H., Smith, A., and Taylor, P. (2013). Stressed out of my box:
Employee experience of lean working and occupational ill-health inn clerical work in the UK public sector.
Work, Employment and Society, 7, 747 - 767.
Comm, C. and Mathiasel, D. (2008). Implementing a lean enterprise approach to achieve business excellence.
International Journal of Business Excellence, 1, 448-456.
De Menezes, L.M., Wood, S. and Gelade, G. (2010). The integration of human resource and operation management
practices and its link with performance : A longitudinal latent case study. Journal of Operations Management,
28, 455 - 471.
Deming, W. E. (1986). Out of the crisis. Cambridge : MIT Press.
De Souza, L.B. and Pidd, M. (2011). Exploring the barriers to lean healthcare implementation. Public Money and
Management, 31, 59-68.
Eisenhardt, K. M. (1989). Building theories from case study research. Academy of management review, 14, 4, 532-550.
Gough, R. and Fastenau, M. (2004). Implementing different concepts of lean production : Workers’ experience of
lean production in North American transplants. International Journal of Employment Studies, 12, 91-124.
Gowen, C. R. III, MCfadden, K.L. and Tallon, W.J. (2006). On the centrality of strategic human resource management for healthcare quality results and competitive advantage. Journal of Management Development, 25, 806-826.
Graham, L. (1995). On the line at Subaru-Isuzu : The Japanese model and the American worker. Ithaca, NY : Cornell
University Press.
Green, S.D. (2002). The human resource management implications of lean construction : Critical perspectives and
conceptual chasms. Journal of Construction Research, 3, 147-165.
Grugulis, I. and Lloyd, C. (2010). Skill and the labor process : The conditions and consequences of change. In P.
Thompson and C. Smith (Eds.), Working life : Renewing labor process analysis (pp.91-112). Houndmills :
Palgrave Macmillan.
Huselid, M.A. (1995). The impact of human resource management practices on turnover, productivity, and corporate
financial performance. Academy of Management Journal, 38, 3, 635-672.
Jiang, K. Lepak, D.P., Hu, J. and Baer, J.C. (2012). How does human resource management influence organizational
outcomes? A meta-analytic investigation of mediating mechanisms. Academy of Management Journal,
55, 6, 1264-1294.
Jones, R., Latham, J. and Betta, M. (2013). Creating the illusion of employee empowerment: Lean production in
the international automobile industry. The International Journal of Human Resource Management, 24, 1629-1645.
Jorgensen, B. and Emmitt, S. (2008). Lost in transition : The transfer of lean manufacturing to construction. Enginering,
Construction, and Architectural Management, 15, 383-398.
Kashefi, M. (2009). Job satisfaction and/or job stress: The psychological consequences of working in ‘high
performance work organizations’. Current Sociology, 57, 809-828.
Koeijer, R.J., Paauwe, J. and Huijsman, R. (2014). Toward a conceptual framework for exploring multilevel relationships
between Lean management and Six Sigma, enabling HRM, strategic climate and outcomes in healthcare.
The International Journal of Human Resource Management, 25, 21, 2911-2925.
Kollberg, B., Dahlgaard, J.J., and Brehmer, P.-O. (2007). Measuring lean initiatives in health care settings : Issues
and findings. International Journal of Productivity and Performance Management, 56, 7 - 24.
Lado, A.A. and Wilson, M.C. (1994). Human resource systems and sustained competitive advantage : A competencybased perspective. Academy of Management Review, 19, 699-727.
Laureani, A., Antony, J. and Douglas, A. (2010). Lean Six Sigma in a call center : A case study. International Journal
of Productivity and Performance Management, 59, 757 - 768.
Liker, J. (2004). The Toyota way, 14 principles of management from the world’s greatest manufacturer. New York :
NY : McGraw Hill.
Linehart, J., Huxley, C. and Robertson, D. (1997). Just another car factory? Lean production and it discontents.
Ithaca, NY : Cornell University Press.
MacDuffie, J. P. (1995). Human resource bundles and manufacturing performance : Organizational logic and
flexible production systems in the world auto industry. Industrial and Labor Relations Review, 48, 197-221.
Paauwe, J. (2009). HRM and performance : Achievements, methodological issues and prospects. Journal of
Management Studies, 46, 129-142.
Paauwe, J., Wright, P. and Guest, D. (Eds.). (2013). HRM and performance : What do we know and where should
we go? In HRM and performance : Achievements and challenges (pp.1-13). Chichester: Wiley.
Parker, M. and Slaughter, J. (1995). Unions and management by stress. In S. Babson (Ed.), Lean work : Empowerment
and exploitation in the global auto industry (pp.43-53). Detroit, MI : Wayne State University Press.
Piercy, N. and Rich, N. (2009). Lean transformation in the pure service environment : The case of the call service
center. International Journal of Operations and Production Management, 29, 54-76.
Plsek, P.E. (2013). Accelerating health care transformation with Lean and innovation : The Virginia Mason experience.
Boca Raton : FL : CRC Press.
Radnor, Z. and Osborne, S.P. (2013). Lean : A failed theory for public services? Public Management Review, 15,
265 - 287.
Radnor, Z., Walley, P., Stephens, A. and Bucci, G. (2006). Evaluation of the Lean approach to business management
and its use in the public sector. Edinburgh : Scottish Executive.
Rahbekm E., Pedersen, G. and Huniche, M. (2011). Determinants of lean success and failure in the Danish public
sector - A negotiated older perspective. International Journal of Public Sector Management, 24, 403-420.
Shadur, M.A., Rodwell, J.J. and Bamber, G.J. (1995). Factors predicting employees’ acceptance of lean production.
Human Relations, 48, 1403-1425.
Shah, R., Chandraskeran, A., and Linderman, K. (2008). In pursuit of implementation patterns: The context of Lean
and Six Sigma. International Journal of Production Research, 46, 6679 - 6699.
Stewart, P., Danford, A., Richardson, M. and Pulignano, V. (2010). Workers’ experiences of skill training and
participation in lean and high performance workplaces in Britain and Italy. Employee Relations, 32, 606-624.
Stewart, P., Murphy, K., Danford, A., Richardson, T., Richardson, M. and Wass, V. (2009). We sell out time no more:
Workers struggles against lean production in the British car industry. London : Pluto Press.
Strauss, A. and Corbin, J. (1990). Basics of qualitative research (Vol. 15). Newbury Park, CA : Sage Publications.
Sun, L.Y., Aryee, S. and Law, K.S. (2007). High-performance human resource practices, citizenship behavior, and
organizational performance: A relational perspective. Academy of Management Journal, 50, 3, 558-577.
Thailand Lean Award. (2017). History of Thailand Lean Award. Accessed 5 October 2017 from http://www.tpif.
or.th/tpif/lean_award/?page_id=17.
Thammasat University Hospital. (2017). Background and history of Thammasat University Hospital. Accessed
5 November 2017 from http://hospital.tu.ac.th/ab_hospital.php.
Thirkell, E. and Ashman, I. (2014). Lean towards learning : Connecting Lean thinking and human resource management
in UK higher education. The International Journal of Human Resource Management, 25, 21, 2957-2977.
Torella, M.S., Falzon, P. and Morais, A. (2012). Participatory design in Lean production : Which contribution from
employees? For what end? Work, 41, 2706-2712.
Tracey, M.W. and Flinchbaugh, J.W. (2006). How human resource departments can help lean transformation.
Target, 22, 5-10.
Turner, C.M. (2012). Implement a Lean management system : Create change through improvement. North Charleston,
SC : Createspace.
Vidal, M. (2007). Lean production, worker empowerment and job satisfaction : A qualitative analysis and critique.
Critical Sociology, 33, 247-278.
Waring, J.J. and Bishop, S. (2010). Lean healthcare : Rhetoric, ritual, and resistance. Social Science and Medicine,
71, 1332-1340.
Womack, J. and Jones, D. (2003). Lean thinking. London: Simon and Schuster.
Womack, J. and Jones, D. (2005). Lean solutions : How companies and customers can create value and wealth
together. New York, NY : Free Press.
Womack, J., Jones, D., and Roos, D. (1990). The machine that changed the world. New York, NY : Harper.
Wright, P.M. and McMahan, G.C. (1992). Theoretical perspectives for strategic human resource management.
Journal of Management, 18, 295-320.
Yin, R. K. (2014). Case study research : Design and methods. Sage Publications.