Abstract
The implications of lean manufacturing for employee well-being remain unclear as previous research yields conflicting findings and struggles to identify an applicable model of job design. This paper adapts and integrates both the job characteristics model and the job demands–resources model to demonstrate the everyday implications of lean manufacturing for job design, and in doing so, how job designed according to lean manufacturing principles influence motivational and health-related outcomes for employees. A research agenda is created to improve our understanding of the employee experience of lean work, and a number of practical implications for the configuration of jobs under lean manufacturing are outlined.
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