This study aims to examine the unique/distinct effects of hard lean practices (HLPs) and soft lean practices (SLPs) on job characteristics and employee well-being, while also highlighting the mediating effect of job characteristics between each bundle/practice and employee outcomes.
Adopting a quantitative research approach, the authors collected data from 386 employees working in Tunisian manufacturing companies using a survey questionnaire. Moreover, they used partial least squares structural equation modeling to evaluate the measurement model of the constructs and test the research hypotheses.
The study results revealed that SLPs positively influence employee well-being, while HLPS do not. In addition, HLPs have been found to positively impact job characteristics, whereas SLPs do not. Finally, a positive association between job characteristics and employee well-being was found, confirming the positive/significant mediating effect of job characteristics between HLPs and employee well-being (but not between SLPs and employee well-being).
Data were collected from operational-level employees (more than 53.63%) working in manufacturing companies in Tunisia, which indicates that findings cannot be generalized to other functional levels, sectors and countries.
This study offers original insights by demonstrating the distinct impact of HLPs and SLPs on job characteristics and employee well-being. It enriches the existing literature by differentiating the effects of these two bundles/aspects of lean manufacturing and their implications for job design and employee-related outcomes.
