Impact of macroergonomic organizational elements on the performance of manufacturing systems

  1. Realyvásquez, A. 3
  2. Maldonado-Macías, A.A. 2
  3. García-Alcaraz, J.L. 2
  4. Blanco-Fernández, J. 4
  5. Limon-Romero, J. 1
  1. 1 Universidad Autónoma de Baja California
    info

    Universidad Autónoma de Baja California

    Mexicali, México

    ROR https://ror.org/05xwcq167

  2. 2 Universidad Autónoma de Ciudad Juárez
    info

    Universidad Autónoma de Ciudad Juárez

    Ciudad Juárez, México

    ROR https://ror.org/05fj8cf83

  3. 3 Instituto Tecnológico de Tijuana
    info

    Instituto Tecnológico de Tijuana

    Tijuana, México

    ROR https://ror.org/03dga7879

  4. 4 Universidad de La Rioja
    info

    Universidad de La Rioja

    Logroño, España

    ROR https://ror.org/0553yr311

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Libro:
Strategic Human Capital Development and Management in Emerging Economies

ISBN: 9781522519751

Año de publicación: 2017

Páginas: 110-142

Tipo: Capítulo de Libro

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DOI: 10.4018/978-1-5225-1974-4.CH006 SCOPUS: 2-s2.0-85015920141 WoS: WOS:000411455600007 GOOGLE SCHOLAR

Resumen

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. © 2017 by IGI Global. All rights reserved.