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A Critical Assessment of the High‐Performance Paradigm

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  • John Godard

Abstract

This paper assesses research on the effects of high‐performance systems on employer, worker and union outcomes. It concludes that, compared with what has long been thought of as good management practice, claims that these systems yield superior performance outcomes may be unwarranted, and their implications for both workers and unions are at best uncertain. Conventional explanations for these findings are found to be insufficient. Alternative explanations involving the nature of the employment relation are proposed, and the need for an alternative paradigm, which promotes legal and institutional reforms, is established.

Suggested Citation

  • John Godard, 2004. "A Critical Assessment of the High‐Performance Paradigm," British Journal of Industrial Relations, London School of Economics, vol. 42(2), pages 349-378, June.
    • Handle: RePEc:bla:brjirl:v:42:y:2004:i:2:p:349-378
    DOI: 10.1111/j.1467-8543.2004.00318.x
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    References listed on IDEAS

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    4. Thomas Bailey & Peter Berg & Carola Sandy, 2001. "The Effect of High-Performance Work Practices on Employee Earnings in the Steel, Apparel, and Medical Electronics and Imaging Industries," ILR Review, Cornell University, ILR School, vol. 54(2A), pages 525-543, March.
    5. Betcherman, G. & leckie, N. & McMullen, K. & Caron, C., 1994. "The Canadian Workplace Transition," Papers 9, Queen's at Kingston - Sch. of Indus. Relat. HRM Project Series.
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