| Japanese kaizen has emerged in the U.S. as a leading manufacturing methodology as evidenced by dramatic increases in productivity experienced by companies which employ kaizen practices and principles. A key feature of kaizen implementation, based on anecdotal and empirical observation, is the resulting de facto job redesign which purportedly draws upon employee creativity, and culminates in an enriched environment conducive to increases in individual development, growth, and motivation. In an effort to quantify any such changes, this study examines samples of the combined population of three manufacturing facilities which are at various stages of conversion from a traditional work setting to a kaizen environment. Assuming the Job Characteristics Model (JCM) to be an analog to kaizen, JCM elements were measured before and at various points in time after kaizen implementation utilizing the Job Diagnostic Survey (JDS).; The results of the study suggest that the JCM is an appropriate model for studying kaizen, and that kaizen is effective in increasing job enrichment, hence employee motivation. While the JCM considers the need for personal growth (GNS) to be relatively constant for each individual, this study also provides support to the view that conversion to a kaizen environment may result in movement of employees from a lower to higher GNS state, thus contributing to an increase in the desire for personal development. |
