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High-Performance Management Practices and Employee Outcomes in Denmark

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  • Annalisa Cristini
  • Tor Eriksson
  • Dario Pozzoli

Abstract

High-performance work practices are frequently considered to have positive effects on corporate performance, but what do they do for employees? After assessing the correlation between organizational innovation and firm performance, this article investigates whether high-involvement work practices affect workers in terms of wages, wage inequality and workforce composition. The analysis is based on a survey directed at Danish firms matched with linked employer-employee data and also examines whether the relationship between high-involvement work practices and employee outcomes is affected by the industrial relations context.
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Suggested Citation

  • Annalisa Cristini & Tor Eriksson & Dario Pozzoli, 2013. "High-Performance Management Practices and Employee Outcomes in Denmark," Scottish Journal of Political Economy, Scottish Economic Society, vol. 60(3), pages 232-266, July.
    • Handle: RePEc:bla:scotjp:v:60:y:2013:i:3:p:232-266
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    File URL: http://hdl.handle.net/10.1111/sjpe.12010
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    Cited by:

    1. Marisa Ratto, 2013. "Work Practices as Implicit Incentives to Cooperate / Pratiques de travail et coopération entre collègues," Working Papers halshs-00966235, HAL.

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    More about this item

    JEL classification:

    • C33 - Mathematical and Quantitative Methods - - Multiple or Simultaneous Equation Models; Multiple Variables - - - Models with Panel Data; Spatio-temporal Models
    • J41 - Labor and Demographic Economics - - Particular Labor Markets - - - Labor Contracts
    • J53 - Labor and Demographic Economics - - Labor-Management Relations, Trade Unions, and Collective Bargaining - - - Labor-Management Relations; Industrial Jurisprudence
    • L20 - Industrial Organization - - Firm Objectives, Organization, and Behavior - - - General

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