The relevance of the human resource management (HRM) to lean in the service sector: evidence from three exploratory case studies
Araz Zirar
Zoe Radnor
Andy Charlwood
2134/19864
https://repository.lboro.ac.uk/articles/conference_contribution/The_relevance_of_the_human_resource_management_HRM_to_lean_in_the_service_sector_evidence_from_three_exploratory_case_studies/9499940
The aim of this research is to explore the relevance of the Human Resource Management (HRM) to
lean in the service sector. In particular, the focus is to further understand the HRM bundle which is one
of the four main bundles of lean: Just-In-Time (JIT), Total Quality Management (TQM), Total Preventive
Maintenance (TPM), and Human Resource Management (HRM) (Pont, Furlan, and Vinelli, 2008; Shah
and Ward, 2003). In this context, a bundle (whether a lean or a HRM bundle) means a set of interrelated
and internally consistent practices (Pont, Furlan, and Vinelli, 2008). The study uses case study research
because it allows a rich coverage of the area of investigation (Yin, 2009) via the utilisation of multiple
sources of evidence (Gillham, 2000). Case study research studies a phenomenon in its real context
and has the ability of reporting and documenting events in their practical nature (Yin, 2011). Its
researchers’ understanding that lean influences certain HRM practices (HRM bundle); however, the
degree and nature of the influence is yet to be further explored.
2015-12-16 10:18:49
Lean
HRM
Business and Management not elsewhere classified