A valid and reliable scale for measuring middle managers’ trustworthiness in continuous improvement

2021 ◽  
Vol 242 ◽  
pp. 108280
Author(s):  
A. Lleo ◽  
P. Ruiz-Palomino ◽  
E. Viles ◽  
A.F. Muñoz-Villamizar
Keyword(s):  
Continuous Improvement ◽  
Middle Managers ◽  
Reliable Scale

Key middle manager trustworthy behaviours that enhance operator participation in continuous improvement systems

2020 ◽  
Vol 12 (3) ◽  
pp. 229-245
Author(s):  
Alvaro Lleo ◽  
Elisabeth Viles ◽  
Daniel Jurburg ◽  
Javier Santos
Keyword(s):  
Continuous Improvement ◽  
Middle Managers ◽  
Team Building ◽  
Training And Development ◽  
Middle Manager ◽  
Content Type ◽  
Managerial Competencies ◽  
Industrial Management ◽  
Points Of View

Purpose This paper aims to identify key middle manager trustworthy behaviours that encourage employees’ participation in continuous improvement activities in industrial contexts. Design/methodology/approach The list of behaviours has been developed in two different phases. First, the authors conducted two concept mappings with operators and middle managers and, subsequently, the authors combined and integrated both points of view. Second, the authors developed an expert panel with researchers, consultants and experienced practitioners of industrial management for debugging and reducing the results, presenting the final list of behaviours. Findings This work presents 55 different middle manager trustworthy behaviours divided into four different categories: human qualities; training and development; technical and managerial competencies; and team building. Research limitations/implications This paper contributes to existing literature about sustainable continuous improvement systems highlighting the role of middle managers and proposes a set of specific middle manager trustworthy behaviours for increasing supervisors’ influence on operator participation. Originality/value After extracting the knowledge of different stakeholders, the list of behaviours identified can serve as a useful tool for recruiting, training, evaluating and developing a supervisors’ managerial style that enhances operator participation in continuous improvement activities.

Digitalisation and the performance measurement and management system: reinforcing empowerment

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Eirik Bådsvik Hamre Korsen ◽  
Jonas A. Ingvaldsen
Keyword(s):  
Performance Measurement ◽  
Performance Management ◽  
Information And Communication Technologies ◽  
Continuous Improvement ◽  
Industry 4.0 ◽  
Management Practices ◽  
Middle Managers ◽  
Performance Measurement System ◽  
Content Type

PurposeThis study explores how information and communication technologies (ICT) can contribute to empowerment in an Industry 4.0 setting.Design/methodology/approachThe results are based on a case study of a Norwegian manufacturing organisation that has highly automated production and an integrated ICT platform. Data analysis was guided by the Smith and Bititci (2017) framework for performance measurement and management.FindingsWhen powered by advanced ICT, the performance measurement system matures. The design and development of the ICT platform also reinforce the organisation's existing performance management practices. Empowerment is strengthened when automated collection, analysis and reporting of performance data free up middle managers' time so that they, together with operators, can drive continuous improvement.Research limitations/implicationsThe findings are limited to a single case study and require further testing for transferability to other organisations. Future research should explore whether performance management practices are also reinforced by ICT in more command- and control-oriented organisations.Practical implicationsThe paper suggests an alternative strategy of Industry 4.0 transformation for organisations committed to empowerment. Such organisations should rely on in-house, iterative ICT development and build digital competence broadly.Originality/valueThis article contributes to the understanding of how performance measurement and management are interrelated and evolve in the context of Industry 4.0. To the best of the authors’ knowledge, highlighting the role of middle managers in empowering operators through continuous improvement is novel in the performance measurement and management literature.

scholarly journals An Exploratory Study of Middle Manager’s Roles in Continuous Improvement

2020 ◽  
Vol 13 (5) ◽  
pp. 9
Author(s):  
Freek J. A. Hermkens ◽  
A. Georges L. Romme ◽  
Sharon A. M. Dolmans
Keyword(s):  
Continuous Improvement ◽  
Exploratory Study ◽  
Middle Managers ◽  
Strategic Change ◽  
Middle Management ◽  
Body Of Knowledge ◽  
Highly Dispersed ◽  
Management Roles ◽  
Extensive Body

Floyd and Wooldridge have developed a widely used model regarding the middle managers’ contribution to strategic change, in which four strategic roles for middle managers are considered: championing, synthesizing, facilitating and implementing. Although there is an extensive body of knowledge about the roles and influence of middle managers in implementing strategy, insight in which roles are activated in continuous improvement (CI) initiatives is underdeveloped and highly dispersed. Therefore, in this study we seek to understand which middle management roles (i.e. championing, synthesizing, facilitating, implementing) contribute to accomplishing CI. To explore which of these roles are activated when middle managers are confronted with a CI initiative, we developed a scenario experiment. Our findings indicate that the implementing and synthesizing roles appear to be of key importance in the context of CI initiatives, while the facilitating and championing roles appear to be less relevant.

scholarly journals Barriers to Continuous Improvement: Perceptions of Top Managers, Middle Managers and Workers

Procedia CIRP ◽  
2016 ◽  
Vol 41 ◽  
pp. 1119-1124 ◽  
Author(s):  
Eirin Lodgaard ◽  
Jonas A. Ingvaldsen ◽  
Silje Aschehoug ◽  
Inger Gamme
Keyword(s):  
Continuous Improvement ◽  
Middle Managers ◽  
Top Managers

Teamwork and Continuous Improvement Measures

2003 ◽  
Author(s):  
Jacqueline A-M. Coyle-Shapiro ◽  
Paula C. Morrow
Keyword(s):  
Continuous Improvement ◽  
Improvement Measures

Continuous Improvement Measure

2000 ◽  
Author(s):  
Christopher Robert ◽  
Tahira M. Probst ◽  
Joseph J. Martocchio ◽  
Fritz Drasgow ◽  
John J. Lawler
Keyword(s):  
Continuous Improvement ◽  
Improvement Measure

PENGARUH PERBAIKAN BERKESINAMBUNGAN TERHADAP KINERJA KARYAWAN (STUDI KASUS DI PT.RENTANG BUANA NIAGAMAKMUR TASIKMALAYA)

2019 ◽  
Vol 3 (1) ◽  
pp. 31-41
Author(s):  
Sri Sudiarti
Keyword(s):  
Data Analysis ◽  
Continuous Improvement ◽  
Research Method ◽  
Employee Performance ◽  
Sampling Technique ◽  
Positive Influence ◽  
Performance Criteria ◽  
Coefficient Of Determination ◽  
Analysis Techniques ◽  
Simple Regression

The objectives of this research are to know and to analyze about the effect of Continuous Improvement on the performance of employees at PT. Rentang Buana Niagamakmur (PT.RBN) Tasikmalaya. Research method which applied in this research is survey research method, while data collecting technique is done by through questionaire. Sampling technique applies sample is accidental sampling technique and the size sample is 55 respondents. Data analysis techniques used in the study is simple regression technique, analysis of the coefficient of determination  and t test. The results showed that the Continuous Improvement  including both criteria, including employee performance criteria, as well as Continuous Improvement  has a positive influence on employee performance of 76,4% in PT . Rentang Buana Niagamakmur (PT.RBN) Tasikmalaya.

ANALIZA LINIOWOŚCI MODELU DOJRZAŁOŚCI CONTINUOUS IMPROVEMENT W PRZEDSIĘBIORSTWIE PRODUKCYJNYM

2017 ◽  
pp. 40-47
Author(s):  
Aneta Kucińska-Landwójtowicz
Keyword(s):  
Continuous Improvement

Continuous Improvement (CI) jest dobrze znaną koncepcją w literaturze i praktyce zarządzania, i jest uważana za niezbędną w dzisiejszym środowisku biznesowym. Artykuł zawiera omówienie wyników badania przeprowadzonego z zastosowaniem modelu dojrzałości Continuous Improvement w aspekcie oceny liniowości procesu wdrażania kluczowych zachowań CI. W badaniach zastosowano pięciostopniowy model dojrzałości CI, w celu weryfikacji jego przydatności w ocenie poziomu realizacji kluczowych zachowań tej koncepcji w przedsiębiorstwie produkcyjnym, jak i w celu zbadania charakteru przebiegu tego procesu. W pierwszej części artykułu zaprezentowano wnioski wynikające z analizy literatury dotyczącej modelu dojrzałości, a następnie przedstawiono wyniki badań empirycznych zrealizowanych w dużym przedsiębiorstwie produkcyjnym. Na tej podstawie przeprowadzono dyskusję dotyczącą odpowiedzi na postawione pytania badawcze. Potwierdzono przydatność modelu w ocenie poziomu dojrzałości, jak i zwrócono uwagę na nieliniowy charakter procesu rozwoju kluczowych zachowań CI wdrażanych w przedsiębiorstwie. Podczas gdy model sugeruje, że rozwój dojrzałości CI powinien być procesem liniowym, wyniki badania wskazują, że istnieją realne alternatywy dla przedsiębiorstw, aby rozwijać zdolność do ciągłego doskonalenia.

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