Lean management and HRM practices in relation towards operational performance: a structural model

This study examined the relationship between lean management and operational performance with the mediating effect of human resource management (HRM) practices in Malaysia local authorities. Participants reported their perceptions of lean management implementation (philosophy, process, people and p...

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Main Authors:	Azhani, Ismail, Yuserrie, Zainuddin
Format:	Conference or Workshop Item
Language:	English
Published:	Universiti Malaysia Pahang 2018
Subjects:	HD28 Management. Industrial Management
Online Access:	http://umpir.ump.edu.my/id/eprint/25508/ http://umpir.ump.edu.my/id/eprint/25508/ http://umpir.ump.edu.my/id/eprint/25508/1/Lean%20Management%20and%20HRM%20Practices1.pdf

id	ump-25508
recordtype	eprints
spelling	ump-255082019-07-24T08:26:48Z http://umpir.ump.edu.my/id/eprint/25508/ Lean management and HRM practices in relation towards operational performance: a structural model Azhani, Ismail Yuserrie, Zainuddin HD28 Management. Industrial Management This study examined the relationship between lean management and operational performance with the mediating effect of human resource management (HRM) practices in Malaysia local authorities. Participants reported their perceptions of lean management implementation (philosophy, process, people and partners, and problem solving), resultant operational performance (efficiency and effectiveness), and four dimensions of HRM practices: selection and hiring, training and development, performance evaluation, and rewards and incentives. The evaluation of structural model of Partial Least Square- Structural Equation Modeling (PLS-SEM) using SmartPLS3 showed the superiority of the models in which: (1) philosophy significantly and positively affected effectiveness performance, (2) rewards and incentives significantly affected both efficiency and effectiveness performances, (3) philosophy significantly and positively affected all the four dimensions of HRM practices, and (4) rewards and incentives mediate the relationship between philosophy and both efficiency and effectiveness performance. The implications of these results are discussed, especially regarding the effect of philosophy on operational performance in organization. Universiti Malaysia Pahang 2018 Conference or Workshop Item PeerReviewed pdf en http://umpir.ump.edu.my/id/eprint/25508/1/Lean%20Management%20and%20HRM%20Practices1.pdf Azhani, Ismail and Yuserrie, Zainuddin (2018) Lean management and HRM practices in relation towards operational performance: a structural model. In: Proceedings Book: National Conference for Postgraduate Research (NCON-PGR 2018), 28-29 August 2018 , Universiti Malaysia Pahang, Gambang, Pahang. pp. 247-261.. ISBN 978-967-22260-5-5 http://ncon-pgr.ump.edu.my/index.php/en/download/proceedings-book
repository_type	Digital Repository
institution_category	Local University
institution	Universiti Malaysia Pahang
building	UMP Institutional Repository
collection	Online Access
language	English
topic	HD28 Management. Industrial Management
spellingShingle	HD28 Management. Industrial Management Azhani, Ismail Yuserrie, Zainuddin Lean management and HRM practices in relation towards operational performance: a structural model
description	This study examined the relationship between lean management and operational performance with the mediating effect of human resource management (HRM) practices in Malaysia local authorities. Participants reported their perceptions of lean management implementation (philosophy, process, people and partners, and problem solving), resultant operational performance (efficiency and effectiveness), and four dimensions of HRM practices: selection and hiring, training and development, performance evaluation, and rewards and incentives. The evaluation of structural model of Partial Least Square- Structural Equation Modeling (PLS-SEM) using SmartPLS3 showed the superiority of the models in which: (1) philosophy significantly and positively affected effectiveness performance, (2) rewards and incentives significantly affected both efficiency and effectiveness performances, (3) philosophy significantly and positively affected all the four dimensions of HRM practices, and (4) rewards and incentives mediate the relationship between philosophy and both efficiency and effectiveness performance. The implications of these results are discussed, especially regarding the effect of philosophy on operational performance in organization.
format	Conference or Workshop Item
author	Azhani, Ismail Yuserrie, Zainuddin
author_facet	Azhani, Ismail Yuserrie, Zainuddin
author_sort	Azhani, Ismail
title	Lean management and HRM practices in relation towards operational performance: a structural model
title_short	Lean management and HRM practices in relation towards operational performance: a structural model
title_full	Lean management and HRM practices in relation towards operational performance: a structural model
title_fullStr	Lean management and HRM practices in relation towards operational performance: a structural model
title_full_unstemmed	Lean management and HRM practices in relation towards operational performance: a structural model
title_sort	lean management and hrm practices in relation towards operational performance: a structural model
publisher	Universiti Malaysia Pahang
publishDate	2018
url	http://umpir.ump.edu.my/id/eprint/25508/ http://umpir.ump.edu.my/id/eprint/25508/ http://umpir.ump.edu.my/id/eprint/25508/1/Lean%20Management%20and%20HRM%20Practices1.pdf
first_indexed	2023-09-18T22:39:12Z
last_indexed	2023-09-18T22:39:12Z
_version_	1777416800951074816

Lean management and HRM practices in relation towards operational performance: a structural model

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