Reconciling lean practices and the job satisfaction of SME managers: Contribution of the job demands-resources theory
Aït Razouk, Abdelwahab
Reconciling lean practices and the job satisfaction of SME managers: Contribution of the job demands-resources theory - 2025.
14
In this article, we draw on the conceptual framework of the job demands-resources model put forward by Demerouti et al. (2001) to study the capacity of various HRM practices, considered as managerial resources, to reduce the negative effects of lean practices on the job satisfaction of middle managers in small and medium enterprises (SMEs). The REPONSE 2017 survey was used to test the hypothesis of our research. In general, the results of this research show that lean management practices (job demands) have a negative impact on the job satisfaction of managers. They also show that certain managerial resources (job resources) may help mitigate this negative impact.
Reconciling lean practices and the job satisfaction of SME managers: Contribution of the job demands-resources theory - 2025.
14
In this article, we draw on the conceptual framework of the job demands-resources model put forward by Demerouti et al. (2001) to study the capacity of various HRM practices, considered as managerial resources, to reduce the negative effects of lean practices on the job satisfaction of middle managers in small and medium enterprises (SMEs). The REPONSE 2017 survey was used to test the hypothesis of our research. In general, the results of this research show that lean management practices (job demands) have a negative impact on the job satisfaction of managers. They also show that certain managerial resources (job resources) may help mitigate this negative impact.
Réseaux sociaux