A Critical Assessment of the High‐Performance Paradigm
Bibliographic Data
| ID | 23375484 |
|---|---|
| Authors | John Godard (University of Manitoba, corresponding author) |
| Year | 2004 |
| Volume | 42 |
| Issue | 2 |
| Pages | 349-378 |
| Publication date | 2004-06-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | British Journal of Industrial Relations (JOURNAL) |
| Journal identifiers | ISSN: 0007-1080 • E-ISSN: 1467-8543 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.1111/j.1467-8543.2004.00318.x |
| OpenAlex | W2027395771 |
| Language | EN |
| Citations received | 57 |
| References cited | 85 |
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.
Actuarial science · Business · Economics · Political science · Public economics · Yield (engineering) · Employment and Welfare Studies · Labor Movements and Unions · Organizational Downsizing and Restructuring
Responsible Professor
A longitudinal investigation into multilevel agile & ambidextrous strategic dualities in an information technology high performing Emne
Human resource management and employee well‐being
Research and theory on high‐performance work systems
High-Performance Work Systems and Job Control
Cross‐National Variation in Representation Rights and Governance at Work
Governments matter for capitalist economies
The Conditions Promoting Compromise in the Workplace
What Do Unions Do to Work Design? Computer Use, Union Presence, and Tayloristic Jobs in Britain
An empirical analysis of the relationship between innovation activities and job satisfaction among French firms
High performance yet ethically risky? A self‐regulation perspective on the double‐edged sword effects of the performance‐oriented human resource system
Workers’ direct participation at the workplace and job quality in Europe
The relationship between multiple levels of learning practices and objective and subjective organizational financial performance
High‐Performance Management Practices and Employee Outcomes in Denmark
High‐involvement Management Practices, Trade Union Representation and Workplace Performance in Britain
Does job design make workers happy
The Determinants of Firm Performance
High performance work organizations and job rewards in manufacturing and service economies
Partnership, high performance work systems and quality of working life
The limits of high performance work systems in unionised craft‐based work settings
You monitor performance at every hour’
Capital Mobility, Job Loss, and Union Strategy
Divergent skills policy trajectories in England and Scotland after Leitch
We Simply Have to Do that Stuff for our Survival”
The hazards of performance management
It’s all in the mix
The case for reinvigorating quality of working life research
Team design and stress
The romance of human resource management and business performance, and the case for big science
The impact of organizational change on steelworkers in craft and production occupational groups
Enriched job design, high involvement management and organizational performance
Union effects on employee relations in Britain
The emotional labour process
For better or worse? Workplace changes and the health and well-being of Norwegian workers
Partnership agreement adoption and survival in the British private and public sectors
High-involvement work processes, work intensification and employee well-being
Who Gains From Organizational Flexibility? Flexible Organizational Practices and Wage Inequality
Job Satisfaction and/or Job Stress
Contextualizing Work
Is Participation Good or Bad for Workers
Varieties of Capitalism and Job Quality
The Effects of Co-Operating or Conflicting over Work Restructuring
Who Has Trouble Hiring? Evidence from a National IT Survey
Internal Promotion versus External Recruitment in Industrial Plants in Spain
Mapping the frontier of theory in industrial relations
Unions and the Adoption of High Performance Work Systems
Balancing Efficiency, Equity, and Voice
Complementarities between Employee Involvement and Financial Participation
The Impact of Teams on Output, Quality, and Downtime
Efficiency in Employee-Owned Enterprises
Unions, Work Practices, and Wages under Different Institutional Environments
Strategic Conflict Management? A Study of Workplace Dispute Resolution in Wales
High-Performance Work Practices and Core Employee Wages
The "Suite" Smell of Success
The Firm's Choice of Hrm Practices
Institutional Environments, Work and Human Resource Practices, and Unions
Work Uncertainty and Extensive Work Effort
Human Resource Management
Modern Manors
What Works at Work
Effects of Human Resource Systems on Manufacturing Performance and Turnover.
The Impact of Human Resource Management on Organizational Performance
‘High‐performance’ Management Practices, Working Hours and Work–Life Balance
The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance.
The Politics of Partnership? Innovation in Employment Relations in the Scottish Spirits Industry
Labour Unions, Workplace Rights and Canadian Public Policy
The New Unionism
Manufacturing Advantage
Some Social and Psychological Consequences of the Longwall Method of Coal-Getting
High Commitment Management in the U.K
National Diversity, Regime Competition and Institutional Deadlock
Explaining Variation in Workplace Restructuring
Employees and High-Performance Work Systems
Work Reorganization in an Era of Restructuring
Employee Involvement
"Flexible" Workplace Practices
The Effect of High-Performance Work Practices on Employee Earnings in the Steel, Apparel, and Medical Electronics and Imaging Industries
Collective Bargaining and Industrial Relations
Product Quality Improvement Through Employee Participation
Do "High-Performance" Work Practices Improve Establishment-Level Outcomes
Human Resource Bundles and Manufacturing Performance
High Performance and the Transformation of Work? The Implications of Alternative Work Practices for the Experience and Outcomes of Work
The Effects of Corporate Strategy and Workplace Innovations on Union Representation
The Survival of Employee Participation Programs in Unionized Settings
The Link between Business Strategy and Industrial Relations Systems in American Steel Minimills
How Common is Workplace Transformation and Who Adopts it
The Impact on Economic Performance of a Transformation in Workplace Relations
Product Quality Improvement through Employee Participation
New Forms of Work Organization
Team Membership and the Experience of Work in Britain
| Unique citing works | 57 |
|---|---|
| Citations per year | 2,71 |
| Citation span | 2005 - 2025 (21) |
| Citation velocity | recent |
| Highly cited | No |
| Citation types | Neutral: 55 |