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High performance work systems and public sector workplace performance in Britain

Author

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 surveys of workplaces with 50 or more employees we find the adoption of High-Performance Work Systems (HPWS) in the public sector are positively correlated with workplace financial performance and the implementation of workplace organizational change. The associations are stable in 2004 and 2011, despite the intervening recession and cuts in public finance. The results are thus broadly consistent with studies finding similar positive correlations between HPWS and workplace performance in the private sector. There was little heterogeneity in effects across sectors within the public sector, with the exception of health services where the effects of HPWS on workplace change were lower.

Suggested Citation

  • Michael White & Alex Bryson, 2019. "High performance work systems and public sector workplace performance in Britain," DoQSS Working Papers 19-03, Quantitative Social Science - UCL Social Research Institute, University College London.
    • Handle: RePEc:qss:dqsswp:1903
    as

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    File URL: https://repec.ucl.ac.uk/REPEc/pdf/qsswp1903.pdf
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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; financial performance; organizational change;
    All these keywords.

    JEL classification:

    • J45 - Labor and Demographic Economics - - Particular Labor Markets - - - Public Sector Labor Markets
    • M5 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Personnel Economics

    NEP fields

    This paper has been announced in the following NEP Reports:

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