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The relevance of the human resource management (HRM) to lean in the service sector: evidence from three exploratory case studies
conference contribution
posted on 2015-12-16, 10:18 authored by Araz Zirar, Zoe Radnor, Andy CharlwoodThe 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.
History
School
- Business and Economics
Department
- Business
Published in
SBEDC 2015 SBEDC 2015 proceedingsPages
? - ? (6)Citation
ZIRAR, A., RADNOR, Z. and CHARLWOOD, A., 2015. The relevance of the human resource management (HRM) to lean in the service sector: evidence from three exploratory case studies. IN: Proceedings of the Loughborough School of Business and Economics (SBE) Doctoral Conference (SBEDC 2015), Loughborough University, 16 September 2016, 6pp.Publisher
Loughborough University © the authorsVersion
- VoR (Version of Record)
Publisher statement
This work is made available according to the conditions of the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International (CC BY-NC-ND 4.0) licence. Full details of this licence are available at: https://creativecommons.org/licenses/by-nc-nd/4.0/Publication date
2015Notes
This conference paper was presented at the Loughborough School of Business and Economics (SBE) Doctoral Conference 2015 http://www.sbeconference2015.co.uk/Language
- en