Does workplace partnership deliver mutual gains at work?

George Saridakis, Yanqing Lai, Stewart Johnstone

Research output: Contribution to journalArticlepeer-review

9 Citations (Scopus)


This article uses a large matched employer–employee dataset to assess the outcomes of workplace partnership for British firms and workers, and the HR practices associated with ‘mutual gains’. The findings suggest that HR practices which promote employee voice and participation can deliver mutual gains for both employees and employers, but that it is the combination of direct and indirect participation which appears to be most useful in generating superior outcomes for all stakeholders. However, some practices such as high levels of job flexibility and team briefing procedures are found to be negatively associated with work-related attitudes and/or organizational performance.
Original languageEnglish
Number of pages39
JournalEconomic and Industrial Democracy
Publication statusPublished - 5 Dec 2017


  • high performance work systems
  • HR practices
  • mutual gains
  • partnership


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