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Bureaucracy versus high performance: Work reorganization in the 1990s

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  • Yang, Song

Abstract

During the time of increased work reorganization, I investigate the components of bureaucratic and high performance work systems and the sources of variation in an organization's adoption of bureaucratic and high performance practices. Findings from the 1996 National Organizations Survey suggest that the degree of workplace formalization, level of hierarchy, and number of departmentalization strongly indicate bureaucratic organizations, but the alleged high performance indicators of teamwork, skill enhancement, job autonomy, and innovative pay structures do not cohere to identify high performance work systems. Instead, teamwork and skill enhancement cluster to indicate one type of high performance work system, whereas job autonomy and performance-based pay constellate to identify another type. Multivariate analyses reveal that institutional mimetic isomorphism is the major factor that compels organizations to implement a certain work system. Organizations mimic their peers in their strategic adoption of different work systems. In addition, foreign market competition increases organizational adoption of teamwork and training programs to enhance skills.

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  • Yang, Song, 2008. "Bureaucracy versus high performance: Work reorganization in the 1990s," Journal of Behavioral and Experimental Economics (formerly The Journal of Socio-Economics), Elsevier, vol. 37(5), pages 1825-1845, October.
    • Handle: RePEc:eee:soceco:v:37:y:2008:i:5:p:1825-1845
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    1. Tomer, John F., 2001. "Understanding high-performance work systems: the joint contribution of economics and human resource management," Journal of Behavioral and Experimental Economics (formerly The Journal of Socio-Economics), Elsevier, vol. 30(1), pages 63-73, January.
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    Cited by:

    1. Florin Cornel DUMITER, 2014. "Central Bank Independence, Transparency and Accountability Indexes: a Survey," Timisoara Journal of Economics and Business, West University of Timisoara, Romania, Faculty of Economics and Business Administration, vol. 7(1), pages 35-54.

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