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

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.

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