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Strategic compensation for integrated manufacturing: the moderating effects of jobs and organizational inertia
Theorists suggest that integrated manufacturing requires a compensation strategy that reinforces collective effort, professionalism, and flexibility. But several aspects of job design and organizational characteristics may mitigate a direct manufacturing-compensation relationship. Results of this study show virtually no direct effects of advanced technology, just-in-time inventory control, and total quality management on compensation practices. However, when integrated manufacturing is coupled with job characteristics that signal "knowledge work," compensation systems tend to emphasize group-based incentives, salary, and seniority-based pay. Sources of organizational inertia moderate these relationships.
Ketersediaan
| Call Number | Location | Available |
|---|---|---|
| AMJ3705 | PSB lt.dasar - Pascasarjana | 1 |
| Penerbit | Ada, Ohio: Academy of Management 1994 |
|---|---|
| Edisi | Vol. 37, No. 5, Oct. 1994 |
| Subjek | Total Quality Management Inventory control Compensation management Manufacturing industries Incentives in industry Indsutrial management |
| ISBN/ISSN | 0001-4273 |
| Klasifikasi | NONE |
| Deskripsi Fisik | pp. 1109-1140 |
| Info Detail Spesifik | Academy of Management Journal |
| Other Version/Related | Tidak tersedia versi lain |
| Lampiran Berkas |