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Reflections on the “High Performance†Paradigm's Implications for Industrial Relations as a Field

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  • John Godard
  • John T. Delaney

Abstract

Over the past decade, several leading U.S. scholars have advanced a new industrial relations paradigm, according to which “high performance†work and human resource management (HRM) practices have replaced unions and collective bargaining as the innovative force in industrial relations. Although this model fundamentally challenges the traditional focus of the field of industrial relations in the United States, research on it has centered on the diffusion and performance effects of HRM innovations, with surprisingly little systematic reflection on either the underlying tenets of the new paradigm or its implications for the future of the field. Drawing on work of British and U.S. scholars, the authors identify critical aspects of the literature on this subject that deserve careful scrutiny, and suggest several criteria (such as industrial democracy) that need to be used in addition to measures of firm performance in evaluating the new paradigm.

Suggested Citation

  • John Godard & John T. Delaney, 2000. "Reflections on the “High Performance†Paradigm's Implications for Industrial Relations as a Field," ILR Review, Cornell University, ILR School, vol. 53(3), pages 482-502, April.
    • Handle: RePEc:sae:ilrrev:v:53:y:2000:i:3:p:482-502
    DOI: 10.1177/001979390005300307
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    References listed on IDEAS

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    1. Stephen Wood & Maria Teresa Albanese, 1995. "Can We Speak Of A High Commitment Management On The Shop Floor?," Journal of Management Studies, Wiley Blackwell, vol. 32(2), pages 215-247, March.
    2. Ichniowski, Casey & Shaw, Kathryn & Prennushi, Giovanna, 1997. "The Effects of Human Resource Management Practices on Productivity: A Study of Steel Finishing Lines," American Economic Review, American Economic Association, vol. 87(3), pages 291-313, June.
    3. Chris Doucouliagos, 1995. "Worker Participation and Productivity in Labor-Managed and Participatory Capitalist Firms: A Meta-Analysis," ILR Review, Cornell University, ILR School, vol. 49(1), pages 58-77, October.
    4. James Lowe, 1993. "Manufacturing Reform And The Changing Role Of The Production Supervisor: The Case Of The Automobile Industry," Journal of Management Studies, Wiley Blackwell, vol. 30(5), pages 739-758, September.
    5. Keith Sisson, 1993. "In Search of HRM," British Journal of Industrial Relations, London School of Economics, vol. 31(2), pages 201-210, June.
    6. Rosemary Batt & Eileen Appelbaum, 1995. "Worker Participation in Diverse Settings: Does the Form Affect the Outcome, and If So, Who Benefits?," British Journal of Industrial Relations, London School of Economics, vol. 33(3), pages 353-378, September.
    7. Batt, R. & Applebaum, E., 1995. "Worker Participation in Diverse Settings: Does the Form Affect the Outcome, and If So, Who Benefits?," Papers 95-06, Cornell - Center for Advanced Human Resource Studies.
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