This article provides case study analysis of the impact of high performance work practices and workplace partnership on skilled workers in the UK's aerospace industry. In contrast to assumptions that such practices increase empowerment and participation we find evidence of a democratic deficit in workplace decision-making and deterioration in the quality of working life.
|Number of pages||15|
|Journal||New Technology, Work and Employment|
|Publication status||Published - 27 Feb 2004|
- work practices
- workplace partnership
- aerosoace industry
- decision making