In this chapter, the author considers the connections between learning and work organisation using data from international case studies to demonstrate how the transformation of broader relationships within work drives radical changes in the demands that work makes on the skills of the workers. In the case studies presented, the use of high performance techniques or work practices in high performance work organisations (HPWOs), which involve a production process that is different from conventional Fordist and Taylorist techniques, transforms the learning process. The case studies demonstrate how these work practices are used to generate higher levels of learning, skill and improvements in work performance. The author argues that while conventional techniques are used, the opportunities for learning at work are restricted, if not reduced. In contrast, HPWOs organise work in such a way as to create a source of learning for their workers.
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