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Impact of Macroergonomic Organizational Elements on the Performance of Manufacturing Systems
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Author(s): Arturo Realyvásquez (Technological Institute of Tijuana, Mexico), Aidé Aracely Maldonado-Macías (Autonomous University of Ciudad Juarez, Mexico), Jorge Luis García-Alcaraz (Autonomous University of Ciudad Juarez, Mexico), Julio Blanco-Fernández (University of La Rioja, Spain)and Jorge Limon-Romero (Autonomous University of Baja California, Mexico)
Copyright: 2017
Pages: 33
Source title:
Strategic Human Capital Development and Management in Emerging Economies
Source Author(s)/Editor(s): Anshuman Bhattacharya (Sunbeam College for Women, India)
DOI: 10.4018/978-1-5225-1974-4.ch006
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Abstract
This chapter analyzes the effects of macroergonomic compatibility of organizational elements on the performance of manufacturing systems in terms of Clients, Manufacturing Process, and Organizational Performance. As methods, a macroergonomic compatibility questionnaire is developed, statistically validated, and administered to middle and senior managers of manufacturing companies. Also, a hypothetical causal model is proposed and tested to find relationships among the constructs by using a Structural Equation Modeling. Direct, indirect, and total effects are determined, and results show that macroergonomic organizational elements have significant direct effects among themselves. Likewise, it is found that Organizational Culture and Organizational Communication have significant direct effects over Clients and significant indirect effects over Manufacturing Process and Organizational Performance. Finally, the Manufacturing Process has significant direct effects over Clients and Organizational Performance, while Clients have a significant direct effect over the Organizational Performance.
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