物流中英文文獻(xiàn)翻譯

1、精益生產(chǎn)的工作環(huán)境的創(chuàng)造性張力對(duì)物流企業(yè)和工人的影響J.deHaan，F(xiàn).NAUN，Mover boom Tilburg University, Faculty of Economics and Business Administration, Department of Organization and Strategy, P.O. Box 90153, 5000 LE Tilburg, The Netherlands蒂爾堡大學(xué)經(jīng)濟(jì)與工商管理學(xué)院組織和戰(zhàn)略部，郵政信箱90153，5000樂蒂爾堡，荷蘭摘 要在本文中，我們使用的概念“創(chuàng)造性張力”是從精益生產(chǎn)的理念調(diào)和需要的附加值，控制物流成本

2、。由于微薄的利潤(rùn)，管理導(dǎo)向的物流員工作為一種成本，而不是增加值是源。然而，培養(yǎng)員工幸福感與組織效能，適應(yīng)的過程控制的需要，影響了工作特性之間的需要，和工人在他們的工作自主性和創(chuàng)造性的需要。合適的假設(shè)進(jìn)行了測(cè)試，在兩個(gè)物流服務(wù)提供商。這兩項(xiàng)研究的結(jié)果表明，具有挑戰(zhàn)性，使員工在日常工作中可能會(huì)導(dǎo)致積極的結(jié)果，創(chuàng)造性地運(yùn)用自己的才智和技能。1.背景介紹物流是一個(gè)高度競(jìng)爭(zhēng)的行業(yè)，物流服務(wù)提供商（LSP）一般傾向于把他們的活動(dòng)小空間。當(dāng)市場(chǎng)條件不允許增加了收入，對(duì)成本的強(qiáng)烈關(guān)注盛行（約翰遜，1999）。由于勞動(dòng)力成本是物流成本的主要組成部分，管理的角度發(fā)展看勞動(dòng)作為一種成本需要紀(jì)律和受控源，而不是一個(gè)附

3、加值需要滋養(yǎng)。因此，工作壓力大，工資比較低，和工作的激勵(lì)潛力可能遭受。精益生產(chǎn)（LP）的哲學(xué)“多與少”已成為成本控制管理的靈丹妙藥，并因此被批評(píng)在科學(xué)文獻(xiàn)中的對(duì)工人健康聲稱的效果。在本文中，我們認(rèn)為，創(chuàng)造性張力的概念從精益生產(chǎn)的理念可以調(diào)和在精益生產(chǎn)的環(huán)境成本控制和員工的幸福感和滿意度的需要提供了一種方法。本文的目的是抵消認(rèn)為精益工作不能內(nèi)在激勵(lì)，通過調(diào)查是否精益實(shí)際上可以克服員工成長(zhǎng)需要的期望和工作特性之間的失配，從而提高員工個(gè)人和組織的成果。2節(jié)論述了物流市場(chǎng)的角度，如何影響物流員工的工作環(huán)境。3節(jié)討論對(duì)精益生產(chǎn)的員工，在文學(xué)發(fā)展的影響的角度。此外，我們提供了一個(gè)新的鏡頭觀察依靠個(gè)人和組織

4、的影響。在4節(jié)中，我們提出兩個(gè)荷蘭LSP中獲得的經(jīng)驗(yàn)數(shù)據(jù)，這表明精益實(shí)踐實(shí)際上可以幫助創(chuàng)造一個(gè)適合的工作特點(diǎn)，工人的要求，及公司的要求。2.在物流市場(chǎng)的需求和員工需求在物流市場(chǎng)的需求和員工需求創(chuàng)造價(jià)值的時(shí)間縮小差距，地方，和數(shù)量。這是通過儲(chǔ)存、運(yùn)輸，并在入境貨物裝卸與過程。LSP進(jìn)行這些活動(dòng)對(duì)航運(yùn)企業(yè)代表，他們的工作范圍內(nèi)的貨主買方供應(yīng)商關(guān)系及外包合同的框架，從而面對(duì)托運(yùn)人的直接后果最后一分鐘的危機(jī)。LSP也代表托運(yùn)人在與客戶的接觸，并通過LSP有錯(cuò)誤是由買方的眼睛托運(yùn)人犯錯(cuò)。作為一個(gè)結(jié)果，LSP都需要保持較高的服務(wù)水平，同時(shí)也面臨一些不確定因素的影響和制約。雖然物流是一個(gè)核心的過程中，客戶能

5、夠通過談判價(jià)格低。因此，面對(duì)他們的活動(dòng)小LSP的利潤(rùn)，如表1所示。本質(zhì)上這是因?yàn)楣?yīng)商，因?yàn)樗麄円顿Y基本上適應(yīng)顧客的需求。托運(yùn)人將不需要適應(yīng)，因?yàn)樗麄兇蠖嗫梢栽诙鄠€(gè)路徑選擇?？傊琇SP進(jìn)行托運(yùn)的主要過程在一個(gè)較高的服務(wù)水平，但在盡可能最低的價(jià)格。因此，他們無法低成本和靈活的服務(wù)之間做出權(quán)衡，但有追求同時(shí)滿足和留住客戶。在成本結(jié)構(gòu)中勞動(dòng)力成本優(yōu)勢(shì)。在荷蘭，利用LSP的人每小時(shí)工資低于同等工作。勞動(dòng)力成本差異使LSP優(yōu)于內(nèi)部物流部門，即使他們會(huì)更有效。然而，有人認(rèn)為，一個(gè)LSP的過度強(qiáng)調(diào)削減勞動(dòng)力成本降至最低的可能為托運(yùn)人所產(chǎn)生的影響，因?yàn)樗赡軙?huì)導(dǎo)致勞動(dòng)力的問題，可能會(huì)導(dǎo)致經(jīng)營(yíng)風(fēng)險(xiǎn)，如質(zhì)量差

6、，生產(chǎn)效率低，空的或不完整的訂單，和高周轉(zhuǎn)，最終可能會(huì)威脅到全球供應(yīng)鏈的性能。最后，對(duì)可能出現(xiàn)的托運(yùn)人的聲譽(yù)風(fēng)險(xiǎn)。因此，由于削減成本的過度強(qiáng)調(diào)，無論是托運(yùn)人和LSP可能會(huì)發(fā)現(xiàn)自己陷入了一個(gè)惡性循環(huán)。在市場(chǎng)條件下，人力資源管理在這些事態(tài)的發(fā)展，它不應(yīng)該作為一個(gè)驚喜，LSP的周轉(zhuǎn)率很高，不僅為卡車司機(jī)也為商。這個(gè)問題已經(jīng)通過在物流領(lǐng)域的研究人員承認(rèn)，他們已采取了調(diào)查物流工人和雇用他們的組織關(guān)系的挑戰(zhàn)。歐特里和多爾蒂（2003）報(bào)告說，至少有20%在某些情況下作為倉庫工人75%多將離開他們的工作后一年內(nèi)，他們被雇用，而取代失去員工成本的過高。使用從七個(gè)不同的倉庫和配送中心的一個(gè)樣本的員工，他們研究了

7、人組織契合度、滿意度之間的關(guān)系，以及應(yīng)對(duì)工作環(huán)境中的不愉快情緒的方法。結(jié)果表明，那些對(duì)自己的現(xiàn)實(shí)的期望員工公司和主管的特征更容易滿意自己的就業(yè)。更滿意的員工表現(xiàn)出的行為，利益自己和公司，而不滿意的員工試圖離開公司或逃逸的情況更糟，行為事與愿違?？傊私M織適合員工和公司積極。在一項(xiàng)旨在確定因素倉庫員工離職，Min發(fā)現(xiàn)，工作安全是留住員工的最重要因素之一，而金錢獎(jiǎng)勵(lì)幾乎沒有影響營(yíng)業(yè)額。他還發(fā)現(xiàn)，規(guī)模較大的公司，營(yíng)業(yè)額高是因?yàn)槿狈€(gè)人關(guān)注。3.精益管理和工人的結(jié)果在上一節(jié)中我們已經(jīng)描述了在物流被許多公司所面臨的管理困境。另一方面，在高壓力下邀請(qǐng)人員發(fā)展與成本削減近視困擾的利潤(rùn)，提高或至少保持公司的

8、結(jié)果。另一方面，實(shí)證研究表明，這些做法可能對(duì)工作經(jīng)驗(yàn)和勞動(dòng)力的工作態(tài)度，這可能是為什么周轉(zhuǎn)物流過高的原因造成負(fù)面影響。因此，過度削減成本的驅(qū)動(dòng)器，良好的人，取而代之的是非常昂貴的，這對(duì)公司的業(yè)績(jī)產(chǎn)生負(fù)面影響。這邀請(qǐng)另一輪的成本削減，加劇了問題更進(jìn)一步。一個(gè)惡性循環(huán)的一個(gè)經(jīng)典的例子。在本研究中我們認(rèn)為，物流服務(wù)商，來維持甚至提高自己的服務(wù)水平，通過嚴(yán)格的過程控制在一個(gè)有吸引力的工作環(huán)境是采用工人的形象作為一個(gè)增值的源泉，而不是成本。這就需要對(duì)人力資源管理的重新定位為一個(gè)以客戶為導(dǎo)向的企業(yè)，決定性的因素。這也提醒了麥克格雷戈的理論轉(zhuǎn)變的一個(gè)轉(zhuǎn)變，這句話的平均工人有一個(gè)固有的不喜歡的工作，更傾向于避

9、免責(zé)任，并需要被引導(dǎo)和控制，理論上說，一般工人不喜歡工作，將行使自我方向和自我控制，并學(xué)會(huì)接受，但也尋求責(zé)任。這種轉(zhuǎn)變將幫助物流企業(yè)打破惡性循環(huán)，我們認(rèn)為精益生產(chǎn)（LP）哲學(xué)（簡(jiǎn)稱“l(fā)ean”）有助于做到這。它也將與組織學(xué)習(xí)的理念，為員工的發(fā)展將在學(xué)習(xí)過程中的一個(gè)關(guān)鍵的角色在一個(gè)支持性的組織文化。4.結(jié)論由Womack等人提出的創(chuàng)造性張力的概念。（1990）描述的相互作用之間的工人和一個(gè)精益工作環(huán)境的特點(diǎn)至今在精益文學(xué)忽略。在本文中，我們認(rèn)為，這個(gè)概念提供了一個(gè)鏡頭，不僅對(duì)工人健康研究精益實(shí)踐的影響，但也表明改進(jìn)精益工作更激勵(lì)有效。基于人組織匹配理論，我們開發(fā)了一個(gè)修改后的版本，Hackman

10、和Oldham（1976）眾所周知的工作特征模型研究的需要，對(duì)員工的心理狀態(tài)和重要成果的自主性和創(chuàng)造性的潛力之間的擬合效果。我們的實(shí)證結(jié)果支持創(chuàng)造性張力的概念對(duì)精益生產(chǎn)的影響研究的效果。我們的研究結(jié)果表明，我們的受訪者中，所有的物流工作，實(shí)際上是對(duì)他們的工作自主性的潛力非常滿意。因?yàn)樽灾蔚臐摿Ρ蛔C明是滿意的，動(dòng)機(jī)，最重要的預(yù)測(cè)和營(yíng)業(yè)額，這一發(fā)現(xiàn)具有重要的意義。相反，去特雷維爾，Antonakis（2006）認(rèn)為精益將帶來自主性大幅減少，這表明該組織的努力來實(shí)現(xiàn)精益實(shí)踐不抑制員工感知度高的工作自主性。一個(gè)重要的發(fā)現(xiàn)是，在工作中的創(chuàng)造力的潛力提供了改進(jìn)的空間，因?yàn)樗粷M足個(gè)人需要的創(chuàng)新。一個(gè)精益的

11、主要基礎(chǔ)是自底向上的策略讓工人參與連續(xù)識(shí)別浪費(fèi)源和建議來消除這些，比如在改善活動(dòng)發(fā)揮他們的創(chuàng)造力。我們的研究表明，事實(shí)上這可能會(huì)對(duì)工作滿意度和離職的積極作用。此外，為滿足員工有更好的表現(xiàn)比不滿意的員工，他們都不愿意離開組織，更大的創(chuàng)作潛力也可能會(huì)提高組織有效性。三分之一個(gè)重要的發(fā)現(xiàn)，從這項(xiàng)研究中，工作特征和預(yù)后之間的關(guān)系始終介導(dǎo)的責(zé)任，雖然激勵(lì)效果不是很強(qiáng)。表3顯示，責(zé)任更需要驅(qū)動(dòng)的和潛在的創(chuàng)造力比自治。綜上所述，我們認(rèn)為，無論是理論探討和實(shí)際意義的精益理念將從創(chuàng)新更受益。就像任何其他的研究，目前的研究還需要考慮在解釋結(jié)果的局限性。主要的限制是樣本大小。本研究的目的是探討創(chuàng)造性張力概念的研究潛

12、力，但更大的樣本會(huì)有助于我們的結(jié)果可靠性和有效性的結(jié)構(gòu)有關(guān)。另一個(gè)限制是，我們的回歸分析是基于由倉庫工人提供的數(shù)據(jù)。因此，我們不能肯定的推廣我們的研究結(jié)果的所有物流公司。盡管有這些限制，但是，我們認(rèn)為，創(chuàng)造性張力的概念提供了巨大的潛在的未來的研究能夠更好地了解和探討精益生產(chǎn)實(shí)踐對(duì)工人健康和組織的有效性。未來研究的一個(gè)引人注目的建議已經(jīng)由法里斯等。（2009）的人認(rèn)為，這是運(yùn)營(yíng)管理和工業(yè)工程的社會(huì)責(zé)任，幫助企業(yè)更好地了解改善活動(dòng)。因此，一個(gè)有前途的研究將探討改善活動(dòng)確實(shí)可以引發(fā)的想法和做法，導(dǎo)致平滑過程的工人的創(chuàng)造性，從而也有助于創(chuàng)造更多的潛力由經(jīng)驗(yàn)豐富的工人。Creative tension

13、in a lean work environment: Implications for logistics firms and workersJ. de Haan, F. Naus n, M. Overboom Tilburg University, Faculty of Economics and Business Administration, Department of Organization and Strategy, P.O. Box 90153, 5000 LE Tilburg, The NetherlandsABSTRACTIn this paper we use the c

14、oncept of creative tension from the lean production philosophy to reconcile the need for added value and cost control in logistics. Due to thin profit margins, a managerial orientation on logistics employees as a source of costs rather than a source of added value prevails. However, to foster employ

15、ee well-being and organizational effectiveness, a fit is needed between the job characteristics influenced by the need for process control, and workers need for autonomy and creativity in their jobs. The fit hypothesis was tested across two logistics service providers. Results from both studies indi

16、cated that challenging and enabling workers to creatively use their talents and skills in daily work will most likely lead to positive results.1. IntroductionLogistics is a highly competitive industry and logistic service providers (LSPs) generally tend to get small margins on their activities. When

17、 market conditions do not allow for an increase in revenues, a strong focus on costs prevails (Johnson et al., 1999). Since the cost of labor is the major cost component of logistics, a managerial perspective has developed to see labor as a source of costs that needs to be disciplined and controlled

18、, rather than a source of added value that needs to be nourished. As a consequence, work pressure is high, pay is relatively low, and the motivating potential of jobs may suffer. The lean production (LP) philosophy to do more with less has been embraced as a managerial panacea for cost control, and

19、has accordingly been criticized in the scientific literature for its purported effects on workers well-being. In this paper we argue that the concept of creative tension (Womack et al., 1990, pp. 102) from the lean production philosophy may provide a way to reconcile the need for cost control and wo

20、rker well-being and satisfaction in a lean production environment.The purpose of this paper is to counterbalance the claim that lean jobs cannot be intrinsically motivating (de Treville and Antonakis, 2006) by investigating whether lean can actually overcome the misfit between workers growth need ex

21、pectations and job characteristics, thereby enhancing employees personal and organizational outcomes. Section 2 discusses the market perspective of LSPs and how this affects the work environment of logistics employees. In Section 3 we discuss the perspective on the effects of lean production on empl

22、oyees that has evolved in the literature. In addition, we offer a new lens to observe the effects of lean on personal and organizational outcomes. In Section 4, we present empirical data obtained from two Dutch LSPs, suggesting that lean practices can actually help to create a fit between job charac

23、teristics, worker demands, and company requirements.2. Market requirements and worker needs in logistics Logistics creates value by bridging gaps in time, place, and quantity. This is accomplished by means of storage, transport, and the handling of goods in inbound- and outbound processes. LSPs perf

24、orm these activities on behalf of shipping firms (Stefansson, 2006), and they work within the framework of the shippers buyersupplier relationships and the outsourcing contract, thereby facing the immediate consequences of the shippers last minute crises. LSPs also represent shippers in their contac

25、ts with customers, and any mistake made by the LSP is a mistake made by the shipper in the eye of the buyer. As a consequence, LSPs are required to maintain a high service level, while facing a number of uncertainties and constraints.Although logistics is a core process, shippers are able to negotia

26、te low prices. Hence, LSPs face small margins on their activities, as shown in Table 1. In essence this is because LSPs arecaptive suppliers (Bensaou, 1999), as they have to invest substantially to adapt to their customers needs. The shippers will and need not adapt, because mostly they can choose b

27、etween multiple LSPs. In summary, LSPs carry out shippers primary processes at a high service level, but at the lowest price possible.Consequently, they cannot make a trade-off between low cost and flexible service, but have to pursue both simultaneously to satisfy and retain their clients. In the c

28、ost structure labor costs are dominant. In the Netherlands, hourly wages for people employed by LSPs are lower than in comparable jobs. These differences in labor costs enable LSPs to outperform internal logistics departments even if they would be less efficient. However, it is argued that an LSPs e

29、xcessive emphasis on cutting labor costs to the bare minimum may have repercussions for the shipper, because it may cause labor problems that can result in operational risks, such as poor quality, low productivity, unfilled or incomplete orders, and high turnover, that may eventually threaten the gl

30、obal supply chains performance. Finally, reputational risks for the shipper may occur (Jiang et al., 2009). Thus, due to an excessive emphasis on cost cutting, both the shipper and the LSP may find themselves caught up in a vicious circle.Given these developments in market conditions and human resou

31、rce management, it should not come as a surprise that turnover rates for LSPs are very high, not only for truckers but also for warehousers. This problem has been recognized by researchers in the area of logistics, who have taken up the challenge to investigate the relationship between logistics wor

32、kers and their employing organizations. Autry and Daugherty (2003) report that at least 20% and in some cases as much as 75% of warehouse workers will leave their job within one year after they were hired, while the costs of replacing lost employees are excessively high (pp. 184). Using a sample of

33、employees from seven different warehouses and distribution centers, they studied the relationship between personorganization fit, satisfaction, and ways to cope with unpleasant feelings in the work environment. Results indicated that employees who have realistic expectations about their company and

34、about supervisor characteristics are more likely to be satisfied with their employment. More satisfied employees exhibit behavior that benefits themselves and the company, whereas dissatisfied employees attempt to escape the situation by leaving the company or, worse, by behaving counterproductively

35、. In short, personorganization fit is positive for both the employee and the company. In a study aimed at identifying factors that account for warehouse employee turnover, Min (2007) found that job security was one of the most important factors for retaining employees, whereas monetary incentives ha

36、rdly influenced turnover. He also found that the larger thecompany, the higher the turnover was because of lack of personal attention.3. Lean management and worker outcomesIn the previous section we have described a managerial dilemma faced by many firms in logistics. On the one hand, margins under

37、high pressure invite managers to develop a myopic obsession with cost cutting, to improve or at least maintain company results. On the other hand, empirical studies indicate that these practices may have a negative impact on the work experience and work attitude of the labor force and that this may

38、be one of the reasons why turnover in logistics is excessively high. Thus, excessive cost cutting drives good people away and replacing them is very expensive, which has a negative impact on company results. This invites another round of cost cutting, exacerbating the problem even further. A classic

39、al example of a vicious circle.In the present study we argue that for logistic service providers, a way to maintain or even improve their service level through strict process control in an attractive work environment is to adopt an image of workers as a source of added value, rather than of costs. T

40、his requires a managerial reorientation on human resources as a decisive factor in a customer-orientated enterprise (Bullinger et al., 1995). It also reminds one of a shift from McGregors theory X, saying that the average worker has an inherent dislike of work, prefers to avoid responsibility, and n

41、eeds to be directed and controlled, to theory Y saying that the ordinary worker does not inherently dislike work, will exercise self-direction and self-control, and learns to not only accept but also seek responsibility (McGregor, 1960). This shift will help logistics firms break the vicious circle

42、and we claim that the lean production (LP) philosophy (in short lean) helps to accomplish just that. It would also be in line with the concept of organizational learning, assigning a key role in the learning process to employee development in a supportive organizational culture (Antonacopoulou, 1999

43、; Pool, 2000).4. DiscussionThe creative tension concept offered by Womack et al. (1990) to describe the interaction between workers and the characteristics of a lean work environment has so far been neglected in the lean literature. In this paper we have argued that this concept offers a lens to not

44、 only study the effects of lean practices on worker well-being, but also to suggest improvements to make lean jobs more motivating and effective. Based on person organization fit theory, we developed a modified version of Hackman and Oldhams (1976) well known Job Characteristics Model to investigate

45、 the effects of a fit between need and potential for autonomy and creativity on workers psychological states and important outcomes.Our empirical results support the efficacy of the creative tension concept for research on the effects of lean. Our results indicate that our respondents, all working i

46、n logistics, were actually very much satisfied with the potential for autonomy in their work. Because the potential for autonomy was shown to be the most important predictor of satisfaction, motivation, and turnover, this finding has important implications. Contrary to de Treville and Antonakis (200

47、6) claim that lean will bring about a massive reduction in autonomy, it suggests that this organizations efforts to implement lean practices do not inhibit employees to perceive a high degree of autonomy in their work. A second important finding is that the potential for creativity in the job offere

48、d room for improvement, because it did not meet the personal need for creativity. One of the primary fundamentals of lean is the bottom-up strategy to get workers involved in continuously identifying sources of waste and making suggestions to eliminate these, for instance by tapping their creativity

49、 in kaizen events. Our study suggests that indeed this will likely have a positive effect on job satisfaction and turnover. Moreover, as satisfied employees perform better than dissatisfied employees and they are less inclined to leave the organization, more potential for creativity may also be expected to enhance organizational effectiveness. A third important finding from this study is that the relationships between job characteristics and outcomes were consistently mediated by responsibility, although the effect for motivation w