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Haque, Shamima
- Framework of Training for Lean Service
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1 School of Management Studies, Techno India, Kolkata, West Bengal, IN
1 School of Management Studies, Techno India, Kolkata, West Bengal, IN
Source
Drishtikon: A Management Journal, Vol 7, No 1 (2016), Pagination: 41-56Abstract
The direct applicability of human resource activities in Lean service, hitherto, a relatively unexplored field have been focused in this paper. The seven major lean principles have the potential of being applied for significant improvement in organizational performance and creation of congenial environment in the organization. Out of the seven principles, elimination of waste, thereby creating value-added service is one of the major strategic imperatives in the present scenario.
Training, one of the constructive subsystems of the HRD system, has the potential of playing an important role in realizing this objective. Lean training, typically characterized as mutual training with a holistic developmental perspective encompassing both trainers and trainees, is different from traditional training approaches. An attempt is made to identify the quintessential features of training initiatives for different levels of employees and propose some guidelines which may be advantageously referred to by senior management to design tailor-made lean thinking module.
Keywords
Lean Manufacturing, Lean Service, Lean Training, Lean Framework.
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- Leader-LMX and Follower-LMX Impact Similarly on Dyad Exchange as Measured on LMX-7-Scale
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Authors
Affiliations
1 School of Management Studies, Techno India, Salt Lake, West Bengal, IN
1 School of Management Studies, Techno India, Salt Lake, West Bengal, IN
Source
International Journal on Leadership, Vol 5, No 1 (2017), Pagination: 1-11Abstract
Research into Leader-Member Exchange (LMX) theory has been well popularised by the researchers of Behavioural Science in recent years, with a multitude of studies investigating many aspects of LMX in organisations. The present article tries to evaluate the agreement between leader's perspective of LMX and subordinates perspective of LMX analysing deep into the researches on LMX-agreement and evaluate it empirically to perceive the Vertical Dyad Linkage (VDL) theory in the light of this mutual agreement. The research encompasses the method of establishing the validity of the relationship and draws a parity of perception of the leader and the subordinate about the dyad while evaluating the quality of LMX and the focus of each on the dyad. Data of a healthcare unit with 154 sample size is used in explaining and establishing the theory by drawing correlations between the ratings done by both the participants of the dyad. The process well explained the theory with a few exceptions while raising a new research question of the exception being related to the size of a workgroup, which can have a future research scope.Keywords
Leader Member Exchange, VDL, Leader LMX, Follower LMX.References
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