Abstract
The aim of the article is to present the literature and empirical premises of the impact of performance review practices on continuous improvements requirements kaizen in selected departments providing services. The author’s own research was conducted on a purposefully selected group of 143 service departments of various organizations that declared the implementation of the aforementioned solutions. Based on the structural equations modeling a theoretical model and variable constructs were developed. The hypotheses put forward are a reflection of the theoretical model. The results indicate that there is no set of consistent, mutually supportive performance review practices. However, there are single practices in this regard that affect the implementation of kaizen. With the continuous acquisition of lean experience in the studied departments the impact of these practices keeps on strengthening.
Highlights
Chociaż kultura kaizen czerpie z dwuczynnikowej teorii Herzberga, według której wynagradzanie jest wśród czynników higieny, to jednak można wskazać na praktykę podziału zysków (Stoller, 2015) i przekonanie kierownictwa polskich przedsiębiorstw wdrażających lean do wagi systemu oceniania i wynagradzania za efekty (Jakubik i in., 2013)
Praktyki performance management w kontekście wymogów koncepcji lean w środowisku usług
Summary
Volume 52, Issue 2, June 2019 Received 20 December 2018; Revised 4 February 2019; Accepted 30 June 2019. Wpływ praktyk przeglądu efektywności pracy na wymogi ciągłego doskonalenia kaizen w działach usługowych.
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