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Does high involvement management improve worker wellbeing?

By Alex Bryson, Petri Böckerman and Pekka Ilmakunnas

Abstract

Employees exposed to high involvement management (HIM) practices have higher subjective wellbeing, fewer accidents but more short absence spells than “like” employees not exposed to HIM. These results are robust to extensive work, wage and sickness absence history controls. We present a model which highlights the possibility of higher short-term absence in the presence of HIM because it is more demanding than standard production and because multi-skilled HIM workers cover for one another‟s short absences thus reducing the cost of replacement labour faced by the employer. We find direct empirical support for the assumptions in the model. Consistent with the model, because long-term absences entail replacement labour costs for HIM and non-HIM employers alike, long-term absences are independent of exposure to HIM

Topics: H Social Sciences (General), HD Industries. Land use. Labor
Publisher: National Institute of Economic and Social Research (NIESR)
Year: 2011
OAI identifier: oai:eprints.lse.ac.uk:38570
Provided by: LSE Research Online
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