Work force management practices for manufacturing flexibility

Abstract Manufacturing flexibility can be a critical source of competitive advantage, yet the literature on work force management in an environment of high emphasis on flexibility is scant. This paper attempts to identify which work force management practices contribute to better managerial performance when the emphasis on flexibility is high. A contingency model depicting a moderating effect of the emphasis on flexibility on the relationship between work force management practices and managerial performance is proposed. The theoretic‐deductive approach is used to develop the study hypotheses, which are tested using data from 483 individuals in 99 manufacturing plants in the United States. The results of the regression analyses suggest that the better performing manufacturing managers strongly demonstrate the relationship‐oriented practices, such as team building, supporting, networking, inspiring, recognizing, etc., and participative leadership and delegation practices, when the emphasis on flexibility is high. Furthermore, as the emphasis on flexibility increases, the higher performing manufacturing managers relegate their traditional responsibilities, such as monitoring, problem solving, etc., to their employees.