Articlebronze2004

High performance work systems and workplace partnership: a case study of aerospace workers

Andy Danford · Mike Richardson · Paul Stewart · Stephanie Tailby · Martin Upchurch

69 citations0/0 files storedNew Technology Work and Employment

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Labor Movements and Unions Employment, Labor, and Gender Studies Global and Cross-Cultural Management

Abstract

This article provides case study analysis of the impact of high performance work practices and workplace partnership on skilled workers in the UK's aerospace industry. In contrast to assumptions that such practices increase empowerment and participation we find evidence of a democratic deficit in workplace decision‐making and deterioration in the quality of working life.

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References

1996Trust: The Social Virtues and the Creation of Prosperity 2001Manufacturing Advantage: Why High-Performance Work Systems Pay Off 1975Beyond Contract: Work, Power and Trust Relations.2000Employees and High‐Performance Work Systems: Testing inside the Black Box 2001Partnership at Work: Mutuality and the Balance of Advantage 1998British trade unions and social partnership: rhetoric, reality and strategy 1997Just Another Car Factory?1995Worker Participation in Diverse Settings: Does the Form Affect the Outcome, and If So, Who Benefits?

Cited by

2014Influence of high performance work systems on employee subjective well-being and job burnout: empirical evidence from the Chinese healthcare sector 2019How work redesign interventions affect performance: An evidence-based model from a systematic review 2012High Performance Work Practices and Firm Performance: A Longitudinal Case Study 2007Exploring the potential of high performance work systems in SMEs 2009Employee Participation in Cause-Related Marketing Strategies: A Study of Management Perceptions from British Consumer Service Industries

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