Abstract
Today, leading manufacturing and service companies rely on Lean Management, Total Productive Maintenance and alike to foster continuous improvement and organizational learning. However, analyzing the effect of daily practiced leadership efforts by managers of operating units remains a black box. In this article, we show how such managers can bring the employee engagement model competently to life by focusing on six key levers which drive job satisfaction, continuous improvement activities as well as bottom-up initiation of strategic action plans by individual employees.
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