High‐involvement work practices and employee bargaining power

High‐involvement work practices and employee bargaining power High involvement work practices (HIWPs) may empower employees to do their jobs better, and also empower them at the bargaining table. This paper considers whether non‐universal adoption of productivity‐enhancing work practices may, at least in part, be explained by this dual nature of empowerment. It examines the case of a customer service programme in the Northern California division of Safeway stores, its affect on the outcome of a strike against Safeway, and the subsequent pattern of adoption (and non‐adoption) of similar programmes among Safeway's competitors. It concludes that the dual nature of empowerment can help explain the apparent paradox posed by empirical studies; that although HIWPs improve the performance of all sorts of organisations, most organisations do not adopt HIWPs. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Employee Relations: An International Journal Emerald Publishing

High‐involvement work practices and employee bargaining power

Employee Relations: An International Journal, Volume 25 (5): 17 – Oct 1, 2003

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Publisher
Emerald Publishing
Copyright
Copyright © 2003 MCB UP Ltd. All rights reserved.
ISSN
0142-5455
DOI
10.1108/01425450310490165
Publisher site
See Article on Publisher Site

Abstract

High involvement work practices (HIWPs) may empower employees to do their jobs better, and also empower them at the bargaining table. This paper considers whether non‐universal adoption of productivity‐enhancing work practices may, at least in part, be explained by this dual nature of empowerment. It examines the case of a customer service programme in the Northern California division of Safeway stores, its affect on the outcome of a strike against Safeway, and the subsequent pattern of adoption (and non‐adoption) of similar programmes among Safeway's competitors. It concludes that the dual nature of empowerment can help explain the apparent paradox posed by empirical studies; that although HIWPs improve the performance of all sorts of organisations, most organisations do not adopt HIWPs.

Journal

Employee Relations: An International JournalEmerald Publishing

Published: Oct 1, 2003

Keywords: Empowerment; Negotiating; Working practices; Retailing; Customer service management

References

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