Employee Responses to High Performance Work System Practices: An Analysis of the Awirs95 Data

Journal of Industrial Relations

Volumn 44, Issue 3, 2002, Pages 418-434

  Harley, Bill ^a  

^a UNIVERSITY OF MELBOURNE   (Australia)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 84992787291     PISSN: 00221856     EISSN: None     Source Type: Journal    
DOI: 10.1111/1472-9296.00057     Document Type: Article

References (25)

1. Aglietta M (1979). A Theory of Capitalist Regulation. London: New Left Books.
2. Appelbaum E, Bailey T, Berg P, Kalleberg AL (2000) Manufacturing Advantage: Why High Performance Work Systems Pay Off. New York: Cornell University Press.
3. Barney JB (1995) Looking inside for competitive advantage. Academy of Management Executive 9, 49-61.
4. Becker BE, Gerhart B (1996) The impact of human resource management on organizational performance: progress and prospects. Academy of Management Journal 39, 779-801.
5. Becker BE, Huselid MA (1998) High performance work systems and work performance: a synthesis of research and managerial implications. In: Ferris G, ed., Research in Personnel and Human Resources Management, 16, pp. 53-101. Stamford, Conn.: JAI Press.
6. Beer MP, Spector P, Lawrence, D, Mills Q, Walton R (1985) Human Resource Management: A General Manager's Perspective. Glencoe: Free Press.
7. Boreham P (1992) Class and control: the labour process and the politics of production. In: Baxter J, Emmison M, Western J, eds, Class Analysis and Contemporary Australia. Melbourne: Macmillan Australia.
8. Edwards P, Wright M (2001) High-involvement work systems and performance outcomes: the strength of variable, contingent and context-bound relationships. International Journal of Human Resource Management 12 (4), 565-585.
9. Friedman A (1997) Industry and Labour: Class Struggle at Work in Monopoly Capitalism. London: Macmillan.
10. Guest D (1999) Human resource management-the workers’ verdict. Human Resource Management Journal 9 (3), 5-25.
11. Harley B (1999) The myth of empowerment: work organisation, hierarchy and employee autonomy in contemporary Australian workplaces. Work Employment and Society 13 (1), 41-66.
12. Harley B (2001) Team membership and the experience of work in Britain: an analysis of the WERS98 data. Work, Employment and Society 15 (4), 721-742.
13. Huselid MA (1995) The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal 38, 635-672.
14. Lawler E (1986) High Involvement Management. San Francisco: Jossey-Bass.
15. Legge K (2001) Silver bullet or spent round? Assessing the meaning of the ‘high commitment management’/performance relationship. In: Storey J, ed., Human Resource Management: A Critical Text, Second edition. London: Thomson Learning.
16. MacDuffie JP (1995) Human resource bundles and manufacturing performance: organizational logic and flexible production systems in the world auto industry. Industrial and Labor Relations Review 48, 197-221.
17. Mayo E (1946) Human Problems of an Industrial Civilisation. New York: Macmillan.
18. Meyer JP, Allen NJ (1997) Commitment in the workplace: Theory, Research and Application. London: Sage.
19. Morehead A, Steele M, Alexander M, Stephen K, Duffin, L (1997) Changes at Work: The 1995 Australian Workplace Industrial Relations Survey. Melbourne: Addison Wesley Longman.
20. Palloix C (1976) The labour process: from Fordism to neo-Fordism. In: Conference of Socialist Economists, Pamphlet no. 1, The Labour Process and Class Strategies, pp. 46-67. London: Stage 1.
21. Prechel H (1994) Economic crisis and the centralisation of control over the managerial process: corporate restructuring and neo-Fordist decision-making. American Sociological Review 59, 723-745.
22. Ramsay H, Scholarios D, Harley B (2000) Employees and high performance work systems: testing inside the black box. British Journal of Industrial Relations 38 (4), 501-531.
23. Wood SJ (1999) Getting the measure of the transformed high-performance organization. British Journal of Industrial Relations 37 (3) 391-418.
24. Wood SJ, Albanese M (1995) Can you speak of high commitment management on the shop floor? Journal of Management Studies 32, 215-247.
25. Wood SJ, de Menezes L (1998) High commitment management in the UK: evidence from the Workplace Industrial Relations Survey, and Employers’ Manpower and Skills Practices Survey. Human Relations 51 (4), 485-515.