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Beyond the High‐Performance Paradigm? An Analysis of Variation in Canadian Managerial Perceptions of Reform Programme Effectiveness

Beyond the High‐Performance Paradigm? An Analysis of Variation in Canadian Managerial Perceptions... Proponents of the high‐performance paradigm often argue that the variable success of new forms of work organization is explained primarily by a failure to implement them comprehensively and to adopt complementary HRM practices. This paper argues that these explanations are inadequate and develops an alternative, political economy approach which accounts more fully for how conflicts embedded in the employment relation limit the effectiveness of reforms. It draws on a unique longitudinal data set representing 78 Canadian workplaces to analyse the extent to which reform programme content, pre‐existing HRM conditions and workplace context variables are associated with reform programme effectiveness. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png British Journal of Industrial Relations Wiley

Beyond the High‐Performance Paradigm? An Analysis of Variation in Canadian Managerial Perceptions of Reform Programme Effectiveness

British Journal of Industrial Relations , Volume 39 (1) – Mar 1, 2001

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Publisher
Wiley
Copyright
"Copyright © 2001 Wiley Subscription Services, Inc., A Wiley Company"
ISSN
0007-1080
eISSN
1467-8543
DOI
10.1111/1467-8543.00188
Publisher site
See Article on Publisher Site

Abstract

Proponents of the high‐performance paradigm often argue that the variable success of new forms of work organization is explained primarily by a failure to implement them comprehensively and to adopt complementary HRM practices. This paper argues that these explanations are inadequate and develops an alternative, political economy approach which accounts more fully for how conflicts embedded in the employment relation limit the effectiveness of reforms. It draws on a unique longitudinal data set representing 78 Canadian workplaces to analyse the extent to which reform programme content, pre‐existing HRM conditions and workplace context variables are associated with reform programme effectiveness.

Journal

British Journal of Industrial RelationsWiley

Published: Mar 1, 2001

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