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The Impact of High-Performance Work Systems on Employees: A Sectoral Comparison

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Listed:
  • Michael White

    (University of Westminster)

  • Alex Bryson

    (University College London, National Institute of Social and Economic Research and Institute for the Study of Labor)

Abstract

Using nationally representative linked employer-employee surveys of workplaces with 50 or more employees we find the adoption of High-Performance Work Systems (HPWS) in the private sector is largely positively correlated with employee job attitudes pre-recession. However, high intensity HPWS has partly adverse consequences for private sector employees in the post-recession period. In contrast, there are no indications of public sector employees responding positively or negatively to HPWS and HPWS is not associated with adverse effects post-recession. The sectoral difference in results is interpreted in terms of different employment relationships and different sources of employee motivation.

Suggested Citation

  • Michael White & Alex Bryson, 2019. "The Impact of High-Performance Work Systems on Employees: A Sectoral Comparison," DoQSS Working Papers 19-04, Quantitative Social Science - UCL Social Research Institute, University College London.
    • Handle: RePEc:qss:dqsswp:1904
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    References listed on IDEAS

    as
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    Full references (including those not matched with items on IDEAS)

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    More about this item

    Keywords

    high performance work systems; public sector; organizational commitment; intrinsic job satisfaction; well-being;
    All these keywords.

    JEL classification:

    • I31 - Health, Education, and Welfare - - Welfare, Well-Being, and Poverty - - - General Welfare, Well-Being
    • J45 - Labor and Demographic Economics - - Particular Labor Markets - - - Public Sector Labor Markets
    • M5 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Personnel Economics

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