物流中英文文獻翻譯

1、精益生產(chǎn)的工作環(huán)境的創(chuàng)造性張力對物流企業(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蒂爾堡大學經(jīng)濟與工商管理學院組織和戰(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)的理念調和需要的附加值，控制物流成本

2、。由于微薄的利潤，管理導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。合適的假設進行了測試，在兩個物流服務提供商。這兩項研究的結果表明，具有挑戰(zhàn)性，使員工在日常工作中可能會導致積極的結果，創(chuàng)造性地運用自己的才智和技能。1.背景介紹物流是一個高度競爭的行業(yè)，物流服務提供商（LSP）一般傾向于把他們的活動小空間。當市場條件不允許增加了收入，對成本的強烈關注盛行（約翰遜，1999）。由于勞動力成本是物流成本的主要組成部分，管理的角度發(fā)展看勞動作為一種成本需要紀律和受控源，而不是一個附

3、加值需要滋養(yǎng)。因此，工作壓力大，工資比較低，和工作的激勵潛力可能遭受。精益生產(chǎn)（LP）的哲學“多與少”已成為成本控制管理的靈丹妙藥，并因此被批評在科學文獻中的對工人健康聲稱的效果。在本文中，我們認為，創(chuàng)造性張力的概念從精益生產(chǎn)的理念可以調和在精益生產(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為精益工作不能內(nèi)在激勵，通過調查是否精益實際上可以克服員工成長需要的期望和工作特性之間的失配，從而提高員工個人和組織的成果。2節(jié)論述了物流市場的角度，如何影響物流員工的工作環(huán)境。3節(jié)討論對精益生產(chǎn)的員工，在文學發(fā)展的影響的角度。此外，我們提供了一個新的鏡頭觀察依靠個人和組織

4、的影響。在4節(jié)中，我們提出兩個荷蘭LSP中獲得的經(jīng)驗數(shù)據(jù)，這表明精益實踐實際上可以幫助創(chuàng)造一個適合的工作特點，工人的要求，及公司的要求。2.在物流市場的需求和員工需求在物流市場的需求和員工需求創(chuàng)造價值的時間縮小差距，地方，和數(shù)量。這是通過儲存、運輸，并在入境貨物裝卸與過程。LSP進行這些活動對航運企業(yè)代表，他們的工作范圍內(nèi)的貨主買方供應商關系及外包合同的框架，從而面對托運人的直接后果最后一分鐘的危機。LSP也代表托運人在與客戶的接觸，并通過LSP有錯誤是由買方的眼睛托運人犯錯。作為一個結果，LSP都需要保持較高的服務水平，同時也面臨一些不確定因素的影響和制約。雖然物流是一個核心的過程中，客戶能

5、夠通過談判價格低。因此，面對他們的活動小LSP的利潤，如表1所示。本質上這是因為供應商，因為他們要投資基本上適應顧客的需求。托運人將不需要適應，因為他們大多可以在多個路徑選擇。總之，LSP進行托運的主要過程在一個較高的服務水平，但在盡可能最低的價格。因此，他們無法低成本和靈活的服務之間做出權衡，但有追求同時滿足和留住客戶。在成本結構中勞動力成本優(yōu)勢。在荷蘭，利用LSP的人每小時工資低于同等工作。勞動力成本差異使LSP優(yōu)于內(nèi)部物流部門，即使他們會更有效。然而，有人認為，一個LSP的過度強調削減勞動力成本降至最低的可能為托運人所產(chǎn)生的影響，因為它可能會導致勞動力的問題，可能會導致經(jīng)營風險，如質量差

6、，生產(chǎn)效率低，空的或不完整的訂單，和高周轉，最終可能會威脅到全球供應鏈的性能。最后，對可能出現(xiàn)的托運人的聲譽風險。因此，由于削減成本的過度強調，無論是托運人和LSP可能會發(fā)現(xiàn)自己陷入了一個惡性循環(huán)。在市場條件下，人力資源管理在這些事態(tài)的發(fā)展，它不應該作為一個驚喜，LSP的周轉率很高，不僅為卡車司機也為商。這個問題已經(jīng)通過在物流領域的研究人員承認，他們已采取了調查物流工人和雇用他們的組織關系的挑戰(zhàn)。歐特里和多爾蒂（2003）報告說，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。使用從七個不同的倉庫和配送中心的一個樣本的員工，他們研究了

7、人組織契合度、滿意度之間的關系，以及應對工作環(huán)境中的不愉快情緒的方法。結果表明，那些對自己的現(xiàn)實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?，人組織適合員工和公司積極。在一項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，而金錢獎勵幾乎沒有影響營業(yè)額。他還發(fā)現(xiàn)，規(guī)模較大的公司，營業(yè)額高是因為缺乏個人關注。3.精益管理和工人的結果在上一節(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，在高壓力下邀請人員發(fā)展與成本削減近視困擾的利潤，提高或至少保持公司的

8、結果。另一方面，實證研究表明，這些做法可能對工作經(jīng)驗和勞動力的工作態(tài)度，這可能是為什么周轉物流過高的原因造成負面影響。因此，過度削減成本的驅動器，良好的人，取而代之的是非常昂貴的，這對公司的業(yè)績產(chǎn)生負面影響。這邀請另一輪的成本削減，加劇了問題更進一步。一個惡性循環(huán)的一個經(jīng)典的例子。在本研究中我們認為，物流服務商，來維持甚至提高自己的服務水平，通過嚴格的過程控制在一個有吸引力的工作環(huán)境是采用工人的形象作為一個增值的源泉，而不是成本。這就需要對人力資源管理的重新定位為一個以客戶為導向的企業(yè)，決定性的因素。這也提醒了麥克格雷戈的理論轉變的一個轉變，這句話的平均工人有一個固有的不喜歡的工作，更傾向于避

9、免責任，并需要被引導和控制，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，并學會接受，但也尋求責任。這種轉變將幫助物流企業(yè)打破惡性循環(huán)，我們認為精益生產(chǎn)（LP）哲學（簡稱“l(fā)ean”）有助于做到這。它也將與組織學習的理念，為員工的發(fā)展將在學習過程中的一個關鍵的角色在一個支持性的組織文化。4.結論由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精益工作環(huán)境的特點至今在精益文學忽略。在本文中，我們認為，這個概念提供了一個鏡頭，不僅對工人健康研究精益實踐的影響，但也表明改進精益工作更激勵有效。基于人組織匹配理論，我們開發(fā)了一個修改后的版本，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。我們的實證結果支持創(chuàng)造性張力的概念對精益生產(chǎn)的影響研究的效果。我們的研究結果表明，我們的受訪者中，所有的物流工作，實際上是對他們的工作自主性的潛力非常滿意。因為自治的潛力被證明是滿意的，動機，最重要的預測和營業(yè)額，這一發(fā)現(xiàn)具有重要的意義。相反，去特雷維爾，Antonakis（2006）認為精益將帶來自主性大幅減少，這表明該組織的努力來實現(xiàn)精益實踐不抑制員工感知度高的工作自主性。一個重要的發(fā)現(xiàn)是，在工作中的創(chuàng)造力的潛力提供了改進的空間，因為它不滿足個人需要的創(chuàng)新。一個精益的

11、主要基礎是自底向上的策略讓工人參與連續(xù)識別浪費源和建議來消除這些，比如在改善活動發(fā)揮他們的創(chuàng)造力。我們的研究表明，事實上這可能會對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)作潛力也可能會提高組織有效性。三分之一個重要的發(fā)現(xiàn)，從這項研究中，工作特征和預后之間的關系始終介導的責任，雖然激勵效果不是很強。表3顯示，責任更需要驅動的和潛在的創(chuàng)造力比自治。綜上所述，我們認為，無論是理論探討和實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，但更大的樣本會有助于我們的結果可靠性和有效性的結構有關。另一個限制是，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果的所有物流公司。盡管有這些限制，但是，我們認為，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)實踐對工人健康和組織的有效性。未來研究的一個引人注目的建議已經(jīng)由法里斯等。（2009）的人認為，這是運營管理和工業(yè)工程的社會責任，幫助企業(yè)更好地了解改善活動。因此，一個有前途的研究將探討改善活動確實可以引發(fā)的想法和做法，導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