A Critical Assessment of the High‐Performance Paradigm

A Critical Assessment of the High‐Performance Paradigm This paper assesses research on the effects of high‐performance systems on employer, worker and union outcomes. It concludes that, compared with what has long been thought of as good management practice, claims that these systems yield superior performance outcomes may be unwarranted, and their implications for both workers and unions are at best uncertain. Conventional explanations for these findings are found to be insufficient. Alternative explanations involving the nature of the employment relation are proposed, and the need for an alternative paradigm, which promotes legal and institutional reforms, is established. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png British Journal of Industrial Relations Wiley

A Critical Assessment of the High‐Performance Paradigm

British Journal of Industrial Relations, Volume 42 (2) – Jun 1, 2004

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Publisher
Wiley
Copyright
Copyright © 2004 Wiley Subscription Services, Inc., A Wiley Company
ISSN
0007-1080
eISSN
1467-8543
D.O.I.
10.1111/j.1467-8543.2004.00318.x
Publisher site
See Article on Publisher Site

Abstract

This paper assesses research on the effects of high‐performance systems on employer, worker and union outcomes. It concludes that, compared with what has long been thought of as good management practice, claims that these systems yield superior performance outcomes may be unwarranted, and their implications for both workers and unions are at best uncertain. Conventional explanations for these findings are found to be insufficient. Alternative explanations involving the nature of the employment relation are proposed, and the need for an alternative paradigm, which promotes legal and institutional reforms, is established.

Journal

British Journal of Industrial RelationsWiley

Published: Jun 1, 2004

References

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