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High‐Involvement Management and Pay in Britain

High‐Involvement Management and Pay in Britain High‐involvement management practices have well‐established benefits for employers, but what do they do for employees? Using a nationally‐representative survey of British private‐sector workplaces, high‐involvement management is shown to be associated with higher pay. The wage premium is little affected by the choice of employee involvement practices (e.g., teams versus quality circles), but it appears only where employee involvement practices are supported by job security guarantees. Powerful trade unions increase the premium. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Industrial Relations Wiley

High‐Involvement Management and Pay in Britain

Industrial Relations , Volume 43 (1) – Jan 1, 2004

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References (22)

Publisher
Wiley
Copyright
Copyright © 2004 Wiley Subscription Services, Inc., A Wiley Company
ISSN
0019-8676
eISSN
1468-232X
DOI
10.1111/j.0019-8676.2004.00320.x
Publisher site
See Article on Publisher Site

Abstract

High‐involvement management practices have well‐established benefits for employers, but what do they do for employees? Using a nationally‐representative survey of British private‐sector workplaces, high‐involvement management is shown to be associated with higher pay. The wage premium is little affected by the choice of employee involvement practices (e.g., teams versus quality circles), but it appears only where employee involvement practices are supported by job security guarantees. Powerful trade unions increase the premium.

Journal

Industrial RelationsWiley

Published: Jan 1, 2004

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