Organizational change and job redesign in integrated manufacturing: a macro‐organizational to micro‐ organizational perspective

Abstract

Based on the latest research on the topic of integrated manufacturing (IM), attempts to integrate macro‐organizational and micro‐organizational factors which have been found to relate to the new manufacturing paradigm. Commences with a definition of IM and its three prominent components: advanced manufacturing technologies (AMT) just‐in‐time inventory and total quality management. Follows with an evaluation of the moderating role of the organizational context in the relationship between IM and job design characteristics. Critically examines organizational performance, size, dependency as well as structure and culture and their effects on such implementation outcomes as: productivity, job satisfaction and job‐related strain. Investigates the impact of IM on human resource practices: staffing, training, performance appraisal and rewards. Concludes with a suggested implementation sequence which identifies critical elements and develops strategies and priorities for a successful transition to IM.

Citation

Appelbaum, S.H. and Grigore, M.L. (1997), "Organizational change and job redesign in integrated manufacturing: a macro‐organizational to micro‐ organizational perspective", Journal of European Industrial Training, Vol. 21 No. 2, pp. 51-62. https://doi.org/10.1108/03090599710161720