Work intensification and employee involvement in lean production: new light on a classic dilemma

Abstract

This paper contributes to the literature on lean production by exploring whether and how the involvement of employees in continuous improvement and their work outcomes are jeopardized by the intensification in the work pace that stems from the elimination of non-value added activities. The research setting is the application of a lean production system, World Class Manufacturing, to 24 Italian plants of a global carmaker. The research has found that work intensification limits employee involvement in continuous improvement, and plays a crucial role in enabling employees to experience higher personal efficacy, better work performance and higher employee satisfaction. However, worker intensification does not have a direct negative impact on employees’ satisfaction about their working condition. A supportive team environment and a mature implementation of lean production at a plant level mitigate the tension between employee involvement and intensification of the work pace. Two main implications of these findings have emerged. Ambivalence in lean production is a temporary response of the workforce that can gradually diminish when the plant reaches a systemic level of application of lean organization principles. In order to diminish the coercive function of lean production, managers should apply tools and practices that require more employee involvement and a supportive team environment.

Keywords:

• Lean production
• employee involvement
• work intensification
• employee outcomes
• ambivalence

Acknowledgements

The organizational support given to the research by Luciano Massone (FCA) and Alberto Cipriani (FIM-CISL) is gratefully acknowledged. In its early stages of development, the paper benefited from discussions with Luciano Pero, Luigi Campagna, and Luisella Erlicher, who contributed some of the key ideas. Moreover, Emilio Paolucci and Emilio Bartezzaghi provided helpful comments.