Research On The Impact Of Production Organization Form And Employee Perception On Task Performance

The research of traditional production operation management often focuses on the improvement and optimization of production line balance,production scheduling and other technologies,facilities layout and other aspects,and ignores the psychological feelings and behavior cognition of production workers.Different from traditional operation management,behavioral operation management is an emerging multi-disciplinary field.It combines behavioral science and traditional operations to establish a theoretical system of "behavioral operations",taking into account human characteristics,team and organizational characteristics,and further studying how individual cognition and behavior have an impact on system performance in the operation management process.Based on Job characteristics model,Job demand-resource theory,etc.,explore the relationship between the production organization form and task performance in discrete manufacturing.Taking the job autonomy,job engagement,and role overload as mediation variables in the production organization process,two chain mediation relationship hypotheses were proposed.Taking university students as research subjects,combining experimental design methods and questionnaire survey methods,collecting experimental data and performing relevant statistical analysis on experimental data,and verifying the proposed hypothesis.In the experiment,combining multiple measures to eliminate the learning effects of workers that have an impact on task performance,using manual fine movements as the work content and application scenarios,and using the ford-assembly line of the product object layout as the reference group,the experimental results were obtained:(1)The production organization form has no significant impact on task performance;(2)Job autonomy has a mediating effect on the relationship between production organization form and task performance;(3)The mediating effect of job engagement on the relationship between social-technical-teamwork and task performance is significant,but it is not significant on the relationship between Lean-U line,work-sharing-BB line and task performance;(4)The path of “production organization form?job autonomy?job engagement?task performance” was established;(5)Role overload has a significant mediating effect on the relationship between work-sharing-BB line,social-technical-teamwork and task performance,but it is not significant on the relationship between lean-U line and task performance;(6)The path of“production organization form?job autonomy?role overload?task performance” wasestablished.The experimental research conclusions show that:(1)In the case of eliminating the effect of the learning effect on the task performance,that is,in the small batch production mode,when the individual worker undertakes the fine motion production assembly of the multiple processes of the product,the production organization form adopted has no significant effect on the task performance;(2)Under this condition,it can be known from the experimental results that the relationship between production organization form and task performance is mediated by job autonomy.That is,for the production content of small batches of fine action,the production organization form will affect the task performance through the job autonomy;(3)Compared with the ford-assembly line with clear and no collaboration rules,the relationship between social-technical-teamwork with no restrictions on collaboration rules and task performance is mediated by job engagement;(4)Compared with the ford-assembly line with fixed work pace,role overload plays a mediating role in work-sharing-BB line and task performance,and mediates social-technical-teamwork and task performance.This research has a guiding role in job design,production organization,job performance,employee psychology and behavior.