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The relevance of the human resource management (HRM) to lean in the service sector: evidence from three exploratory case studies

Zirar, A. A., Radnor, Z. ORCID: 0000-0002-1624-5729 and Charlwood, A. (2015). The relevance of the human resource management (HRM) to lean in the service sector: evidence from three exploratory case studies. Paper presented at the Loughborough School of Business and Economics (SBE) Doctoral Conference 2015, 16 September 2015, Loughborough, UK.

Abstract

The aim of this research is to explore the relevance of the Human Resource Management (HRM) to lean in the service sector. In particular, the focus is to further understand the HRM bundle which is one of the four main bundles of lean: Just-In-Time (JIT), Total Quality Management (TQM), Total Preventive Maintenance (TPM), and Human Resource Management (HRM) (Pont, Furlan, and Vinelli, 2008; Shah and Ward, 2003). In this context, a bundle (whether a lean or a HRM bundle) means a set of interrelated and internally consistent practices (Pont, Furlan, and Vinelli, 2008). The study uses case study research
because it allows a rich coverage of the area of investigation (Yin, 2009) via the utilisation of multiple sources of evidence (Gillham, 2000). Case study research studies a phenomenon in its real context and has the ability of reporting and documenting events in their practical nature (Yin, 2011). Its researchers’ understanding that lean influences certain HRM practices (HRM bundle); however, the degree and nature of the influence is yet to be further explored.

Publication Type: Conference or Workshop Item (Paper)
Departments: Presidents's Portfolio
URI: http://openaccess.city.ac.uk/id/eprint/20700
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