Open Universiteit

Please use this identifier to cite or link to this item: http://hdl.handle.net/1820/8165
Title: Onderzoek naar de intrinsieke motivatie van medewerkers in een Lean omgeving.
Authors: Vermeulen, Karin
Keywords: Lean
Lean assessment
job satisfaction
intrinsic motivation
job characteristics
job diagnostic survey
Issue Date: 30-Sep-2013
Publisher: Open Universiteit Nederland
Abstract: Despite the growing popularity of the Lean principles, their practical implementation is not always successful (Hauser 2012). According to Devane (2004), organisations that manage to successfully implement Lean are characterised by several distinguishing qualities, such as the intrinsic motivation of a critical mass of their employee base. The Lean concept has evolved over the years. As a result of this, it has become increasingly diffuse. In order to assess the correlation between employee motivation and Lean, we must first determine to which extent the organisation meets the Lean principles. In order to gain further insight into this aspect, employees complete a questionnaire designed to determine to which extent the Lean principles are recognisable/perceived within the organisation. Various researchers such as De Treville and Antonakis (2006), Hackman and Oldman (1980), Karasek and Theorell (1990) and Parker (2003) have concluded that Lean’s effect on employee motivation can be most effectively explained on the basis of job characteristics such as autonomy, job requirements, skills, job satisfaction, commitment and health. The Job Characteristics Theory developed by Hackman and Oldman (1976) is a popular theory in the area of functional design-based employee motivation. A formula is applied to calculate employee motivation (MPS, Motivating Potential Score) on the basis of various job characteristics. The theory developed by De Treville and Antonakis will be tested on the basis of a single case study. Six hypotheses based on the existing literature will be tested by means of quantitative research. Analysis of the data from 150 questionnaires yielded a significant correlation between Lean and intrinsic employee motivation. The results also confirm the theory developed by De Treville and Antonakis (2006), which suggests that Lean affects employee motivation. Further research, however, yielded a more nuanced answer to the research question. According to the theory developed by De Treville and Antonakis, employee motivation can be explained by Lean’s effect on job characteristics. Researchers then assessed how job characteristics affect employee motivation. The study did not find any significant correlation between Lean and the following job characteristics: skill variety, task identity and autonomy. Research only found a significant correlation between Lean and the ‘task significance’ and ‘feedback’ characteristics. The significant correlation for feedback cannot be identified until six months after implementation (one year in the case of task significance). Clearly, time is a key factor in the correlation between Lean and employee motivation. According to further analyses, 27.3 % of the MPS score can be attributed to the following Lean aspects: management behaviour, multiskilling/tasking and customer loyalty and commitment. The outcomes for the group that implemented Lean last year differ from those of the group that implemented Lean more than a year ago. 39.1% of the MPS score for the employee group to implement Lean over the past year can be attributed to the following Lean aspects: management behaviour, feedback, process and suppliers. It should be pointed out that the aspects ‘feedback’ and ‘suppliers’ have a negative impact. 29.9% of the MPS score for the employee group to implement Lean longer than one year ago can be attributed to the aspects of multiskilling/tasking and feedback.
URI: http://hdl.handle.net/1820/8165
Appears in Collections:MSc Management Science

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