Towards a conceptual framework for exploring multilevel relationships between Lean Management and Six Sigma, enabling HRM, strategic climate and outcomes in healthcare

R. Koeijer, J. Paauwe, R. Huijsman

Research output: Contribution to journalArticleScientificpeer-review

Abstract

This article provides a theory-driven framework simultaneously linking Lean Management and Six Sigma (LM&SS), enabling HRM and strategic climate to outcomes in health care. This framework contributes toward our understanding of direct and indirect (moderating and mediating) effects related to LM&SS in the context of health care. We argue that enabling HRM is crucial in creating mutual gains. The general underlying idea is that LM&SS, combined with enabling HRM, foster employee well-being (happiness, health and trusting relationships) and improve organizational performance. The challenge is to go beyond the simple application of LM&SS and to develop a climate of continuous improvement. We suggest that in order to sustain continuous improvement, it is important that health-care organizations aim for a strategic climate, which focuses the shared perceptions of employees on quality, efficiency and innovation.
Original languageEnglish
Pages (from-to)2911-2925
JournalInternational Journal of Human Resource Management
Volume25
Issue number21
DOIs
Publication statusPublished - 2014

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Health care
Personnel
Innovation
Health
Six sigma
Climate
Six Sigma
Conceptual framework
Healthcare
Strategic HRM
Lean management
Continuous improvement

Cite this

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abstract = "This article provides a theory-driven framework simultaneously linking Lean Management and Six Sigma (LM&SS), enabling HRM and strategic climate to outcomes in health care. This framework contributes toward our understanding of direct and indirect (moderating and mediating) effects related to LM&SS in the context of health care. We argue that enabling HRM is crucial in creating mutual gains. The general underlying idea is that LM&SS, combined with enabling HRM, foster employee well-being (happiness, health and trusting relationships) and improve organizational performance. The challenge is to go beyond the simple application of LM&SS and to develop a climate of continuous improvement. We suggest that in order to sustain continuous improvement, it is important that health-care organizations aim for a strategic climate, which focuses the shared perceptions of employees on quality, efficiency and innovation.",
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Towards a conceptual framework for exploring multilevel relationships between Lean Management and Six Sigma, enabling HRM, strategic climate and outcomes in healthcare. / Koeijer, R.; Paauwe, J.; Huijsman, R.

In: International Journal of Human Resource Management, Vol. 25, No. 21, 2014, p. 2911-2925.

Research output: Contribution to journalArticleScientificpeer-review

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