Skip to main content
Article thumbnail
Location of Repository

High Performance Work Practices: Work Intensification or 'Win-win'?

By Eimer Sparham and Johnny Sung

Abstract

This paper was published as Working Paper 50 by the Centre for Labour Market Studies, University of Leicester. It is also available from http://www.clms.le.ac.uk/research/wpapers.lassoResearch in the 1990s on High Performance Work Practices (HPWPs) provided a wide range\ud of positive results for organisational performance. Adding to these early studies in the US\ud are similar findings from other countries. However, recent research evidence, especially that\ud coming from the labour process tradition and research projects that look specifically at the\ud impact of lean production on workers, appears to suggest that HPWPs are likely to lead to\ud work intensification and not performance. This current paper examines the relative\ud strengths of the opposing claims. There appears to be evidence of both positive and\ud negative impact on workers. Through the use of two case studies, this paper argues that,\ud when attention is paid to workers’ intrinsic job satisfaction, there are positive outcomes\ud from HPWPs for employees as well as organisations

Publisher: Centre for Labour Market Studies, University of Leicester
Year: 2007
OAI identifier: oai:lra.le.ac.uk:2381/8510

Suggested articles

Citations

  1. (2004). A Critical Assessment of the High-performance Paradigm’, doi
  2. (1997). Alternative Approaches to the Employeeorganization Relationship: Does Investment in Employees Pay Off’, doi
  3. (2006). Demanding Work: The Paradox of Job Quality in the Affluent Economy. doi
  4. (1997). Developing Skills in the Canadian Workplace. Ottawa: Canadian Policy Research Networks Inc.
  5. (1994). Economic Crisis and the Centralisation of Control Over the Managerial Process: Corporate Restructuring and Neo-Fordist Decision-making’, doi
  6. (1994). Effects of Human Resource Systems on Manufacturing Performance and Turnover’, doi
  7. (2000). Employees and High-performance Work Systems’, doi
  8. (2001). High Involvement Management and Performance’, paper delivered at the
  9. (2001). High Performance Work Organisation in UK Aerospace. London: The Society of British Aerospace Companies.
  10. (2005). High Performance Work Practices: Linking Strategy and Skills to Performance Outcomes.
  11. (1998). High Performance Work Systems and Firm Performance: doi
  12. (1995). High Performance Work Systems and Firm Performance’, doi
  13. (2004). High Performance Work Systems, doi
  14. (2004). High-involvement Practices and Performance of French Firms’, doi
  15. (2001). High–involvement Work Practices, Turnover and Productivity: Evidence from New Zealand’, doi
  16. (1995). Human Resource Bundles and Manufacturing Performance: Organizational Logic and Flexible Production Systems in the World Auto Industry’, doi
  17. (2003). Human Resource Management and Corporate Performance in the UK’, doi
  18. (1994). Human Resource Management and Organizational Performance’, doi
  19. (2006). Human Resource Management, Employee Attitudes and Workplace Performance: An Analysis of the 2004 Workplace Employment Relations Survey’, Seminar Paper presented at the DTI Seminar on the Analysis of the 2004 Workplace Employment Relations Survey,
  20. (2006). Knowledge Exchange and Combination: The Role of Human Resource Practices in the Performance of High Technology Firms’, doi
  21. (1974). Labor and Monopoly Capital: The Degradation of Work in the Twentieth Century. doi
  22. (1990). Modern Organisations: Organisation Studies in the Postmodern World.
  23. (1997). Organising Employment for High Performance: Theories, Evidence and Policy’, doi
  24. (1995). Psychological Contracts in Organizations: Understanding Written and Unwritten Agreements. Thousand Oaks, doi
  25. (2003). Strategic Human Resource Practices, Top Management Team Social Networks, and Firm Performance: The Role of Human Resource Practices in Creating Organizational Competitive Advantage’, doi
  26. (2002). Supporting Workplace Learning for High Performance Working. doi
  27. (2002). The Effect of High Performance Work Practices on Job Stress: Evidence from a Survey of US Workers’,
  28. (1997). The Effect of Participative Management on Organizational Performance: The Case of Taiwan’, doi
  29. (1997). The Effects of Human Resource Practices on Productivity: doi
  30. (1996). The Impact of HRM on Organizational Performance: Progress and Prospects’, doi
  31. (1996). The Impact of Human Resource Management Practices on Perceptions of Organizational Performance’, doi
  32. (1995). The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance’, doi
  33. (1999). The Myth of Empowerment: Work Organisation, Hierarchy and Employee Autonomy in Contemporary Australian Workplaces’, Work, doi
  34. (1996). The Politics of Management Knowledge. doi
  35. (2004). Understanding HRM-firm Performance Linkages: The Role of the doi
  36. (2005). Workers Under Lean Production’, in doi

To submit an update or takedown request for this paper, please submit an Update/Correction/Removal Request.