Mediating role of lean management on the effects of workforce management and value-added time in private hospitals

IF 3.8 2区 工程技术 Q2 ENGINEERING, INDUSTRIAL
Selim Ahmed, Shatha Hawarna, Ibrahim Alqasmi, Dewan Mehrab Ashrafi, Muhammad Khalilur Rahman
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引用次数: 1

Abstract

Purpose This study aims to investigate the mediating role of lean management on the relationship between workforce management and value-added time in private hospitals. This study also investigates the direct influences of workforce management and lean management on the value-added time of the hospitals. Design/methodology/approach This study applied a quantitative approach to obtain data from the private hospitals’ staff in Peninsular Malaysia. A self-administered survey questionnaire was used to collect data from 287 hospital staff using a stratified random sampling method. The partial least squares structural equation modeling (PLS-SEM) approach was used to determine the internal consistency, reliability, validity of the constructs. The PLS-SEM method was also used to test the hypothesised research model via SmartPLS 3.3.4 version. Findings The findings of the study indicate that lean management has a direct and significant effect on the value-added time of private hospitals. The findings also revealed that lean management significantly mediates the relationship between workforce management and value-added time in private hospitals. The analysis of the results indicates that both workforce and lean management have a significant impact on the value-added time of the hospitals. Practical implications This study provides empirical contributions to enhance the quality of workforce management, lean management and value-added time. The findings of this study provide valuable insights into how effectively managing the workforce and providing guidelines to augment the lean management practices can ensure value-added time in Malaysian hospitals and the overall health-care industry. The lean management framework provides useful insights for the policymakers to understand the significance of workforce management, lean management on ensuring value-added time through reducing waiting times, unnecessary delays, generating a higher degree of patient safety, satisfaction and loyalty. Originality/value The research findings provide some essential indications for the health-care service providers to understand how the lean management approach can be implemented to enhance value-added time and how lean management can play a mediating role in creating a link between workforce management and value-added time in hospitals. This study also contributes to the theoretical and practical perspectives. The present study contributes to a better understanding of workforce management and lean management in health-care sectors from theoretical and practical perspectives.
精益管理对民营医院员工管理和增值时间影响的中介作用
目的探讨精益管理在民营医院员工管理与增值时间关系中的中介作用。本研究亦探讨人力管理与精益管理对医院增值时间的直接影响。设计/方法/方法本研究采用定量方法获取马来西亚半岛私立医院工作人员的数据。采用分层随机抽样法,采用自填问卷对287名医院工作人员进行调查。采用偏最小二乘结构方程模型(PLS-SEM)方法确定构念的内部一致性、信度和效度。采用PLS-SEM方法,通过SmartPLS 3.3.4版本对假设的研究模型进行检验。研究结果表明,精益管理对民营医院的增值时间有直接而显著的影响。研究结果还显示,精益管理显著地中介了民营医院员工管理与增值时间之间的关系。分析结果表明,人力资源和精益管理对医院的增值时间有显著影响。实践意义本研究为提升人力资源管理品质、精益管理与时间增值提供实证贡献。本研究的结果提供了宝贵的见解,如何有效地管理劳动力,并提供指导方针,以扩大精益管理实践,可以确保增值时间在马来西亚医院和整个医疗保健行业。精益管理框架为政策制定者提供了有用的见解,以了解劳动力管理的重要性,精益管理通过减少等待时间,不必要的延误,产生更高程度的患者安全,满意度和忠诚度来确保增值时间。原创性/价值研究结果为医疗保健服务提供者了解如何实施精益管理方法以提高增值时间,以及精益管理如何在医院人力管理与增值时间之间建立联系方面发挥中介作用提供了一些基本指示。本文的研究也为理论和实践提供了新的视角。本研究有助于从理论和实践的角度更好地理解卫生保健部门的劳动力管理和精益管理。
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来源期刊
International Journal of Lean Six Sigma
International Journal of Lean Six Sigma Engineering-Industrial and Manufacturing Engineering
CiteScore
8.90
自引率
15.00%
发文量
46
期刊介绍: Launched in 2010, International Journal of Lean Six Sigma publishes original, empirical and review papers, case studies and theoretical frameworks or models related to Lean and Six Sigma methodologies. High quality submissions are sought from academics, researchers, practitioners and leading management consultants from around the world. Research, case studies and examples can be cited from manufacturing, service and public sectors. This includes manufacturing, health, financial services, local government, education, professional services, IT Services, transport, etc.
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