Lean production and the well‐being of the frontline manager: the job demands – resources model as a diagnostic tool in Chinese manufacturing

Abstract

Frontline managers (FLMs) are critical to the implementation of lean production yet its effect on their well‐being is a neglected subject. Illustrating the value of the job demands – resources model as a diagnostic tool, this study examines the impact of lean production on FLM well‐being in a Chinese manufacturer. Following qualitative interviews, survey responses from 226 FLMs were analysed through structural equation modelling. The analysis demonstrated the impact of relevant training, top management support and the level of pay as valuable resources for Chinese FLMs, stimulating their work engagement in a lean context. On the other hand, role overload showed a strong relationship with exhaustion. While perceptions of distributive justice can, to some extent, ameliorate feelings of exhaustion, other resources will most likely need to be mobilised to address the threat to the health of FLMs posed by high levels of work pressure.