The Logical Framework Approach and Worker Commitment

The main objective of this paper is to present the logical framework approach (LFA) as a tool that prepares companies and workers to implement continuous improvement programs. This methodology encourages worker participation in different steps in order to reach consensus in the organization. In addition, the application of LFA improves the capabilities of workers in areas such as participatory analysis, problem analysis and objectives analysis. These capabilities are necessary in any continuous improvement program. The paper also presents the results of applying LFA in two different companies.

[1]  Jeffrey K. Liker,et al.  The Toyota way : 14 management principles from the world's greatest manufacturer , 2004 .

[2]  Geoffrey M. Hodgson,et al.  Institutions and Individuals: Interaction and Evolution , 2007 .

[3]  Su Mi Dahlgaard-Park.  The quality movement: Where are you going? , 2011 .

[4]  Reidar Dale,et al.  The logical framework: An easy escape, a straitjacket, or a useful planning tool? , 2003 .

[5]  Manuel F. Suárez Bar,et al.  Reflecting upon Management Systems: Content analysis and synthesis , 2010 .

[6]  Samuel K.M. Ho.  5‐S practice: a new tool for industrial management , 1998 .

[7]  James Campbell Quick.  Causes, Coping and Consequences of Stress at Work , 1989 .

[8]  R. Bhagat,et al.  Organizational Stress, Job Satisfaction and Job Performance: Where Do We Go From Here? , 1992 .

[9]  Christina Björklund,et al.  Work motivation studies of its determinants and outcomes , 2001 .

[10]  J. Vischer.  The effects of the physical environment on job performance : Towards a theoretical model of workspace stress , 2007 .

[11]  Juan A Magana-Campos,et al.  Comparative study of Western and Japanese improvement systems , 2003 .

[12]  Ander Errasti,et al.  Lean thinking with improvement teams in retail distribution: a case study , 2012 .

[13]  Rodney Peter Gapp,et al.  Business improvement strategy or useful tool? Analysis of the application of the 5S concept in Japan, the UK and the US , 2008 .

[14]  Cary L. Cooper,et al.  The Moderating Effect of Organizational Commitment on the Occupational Stress Outcome Relationship , 1996 .

[15]  Nick Oliver,et al.  Shopfloor Responsibilities Under Lean Teamworking , 2000 .

[16]  Kaoru Kobayashi,et al.  Implementing 5S within a Japanese context: an integrated management system , 2008 .

[17]  Alan Davies,et al.  JIT—Factory Revolution , 1990 .

[18]  Improvement.  ASQ's ... annual Quality Congress proceedings , 1998 .

[19]  James Warn,et al.  Workplace dimensions, stress and job satisfaction , 2003 .

[20]  José Carlos Prado-Prado.  Continuous improvement in the supply chain , 2009 .

[21]  S. Piderit.  Rethinking Resistance and Recognizing Ambivalence: A Multidimensional View of Attitudes Toward an Organizational Change , 2000 .

[22]  J. Aune,et al.  Logical Framework Approach and PRA - mutually exclusive or complementary tools for project planning? , 2000 .