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Wiley InterScience | |||||||||||||||||
  Scottish Journal of Political EconomyVolume 52 Issue 3, Pages 451 - 491 Published Online: 8 Jul 2005 Journal compilation © 2010 Scottish Economic Society Published on behalf of the Scottish Economic Society
Abstract | References | Full Text: HTML, PDF (Size: 220K) | Related Articles | Citation Tracking  HIGH-INVOLVEMENT MANAGEMENT PRACTICES, TRADE UNION REPRESENTATION AND WORKPLACE PERFORMANCE IN BRITAIN Copyright © Scottish Economic Society 2005 Abstract
Debates about Britain's productivity performance have often drawn attention to the roles played by working practices and employment relations. In the 1980s and 1990s, trade unions were a prime focus; more recently, attention has turned to high-involvement management (HIM) practices (also referred to as 'high-performance work systems'). We combine the two to investigate the relationships between work organisation, trade union representation and workplace performance. We find that HIM has a positive impact on labour productivity. However, this effect is restricted to unionised workplaces, and seems more readily explained by concessionary wage bargaining than 'mutual gains', given the absence of any association with financial performance. These findings raise questions about the universal applicability of HIM as a route to improved workplace performance. Date of receipt of final manuscript: 10 February 2005. | 
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