The SAGE Handbook of Industrial Relations provides a systematic, comprehensive survey of the field. The result is a work of unprecedented scope and unparalleled ambition. It offers a compete guide to the central debates, new developments, and emerging themes in the field. It will quickly be recognized as the indispensable reference for teachers, students and researchers. It is relevant to economists, lawyers, sociologists, business and management researchers, and Industrial Relations specialists.
Chapter 8: New Forms of Work and the High Performance Paradigm
New Forms of Work and the High Performance Paradigm
We can date the emergence of the high performance model to a series of studies published in the US in the mid-1990s (Appelbaum and Batt, 1994; Delery and Doty, 1996; Huselid, 1995; Ichniowski et al., 1997; MacDuffie, 1995; Osterman, 1994; Pfeffer, 1994). Their basic concern was to see whether new ways of organizing work and managing people were having an effect on the performance of organizations. For some, this represents a new research paradigm, in which more traditional institutional concerns are played down or neglected completely (Godard and Delaney, 2000). Others see it as a more natural reflection of the shift in the balance of power in the ...