High performance work systems and workplace partnership: a case study of aerospace workers

A. Danford; M. Richardson; P. Stewart; S. Tailby; M. Upchurch

doi:10.1111/j.1468-005X.2004.00125.x

High performance work systems and workplace partnership: a case study of aerospace workers

A. Danford, M. Richardson, P. Stewart, S. Tailby, M. Upchurch

Work, Employment And Organisation

Research output: Contribution to journal › Article › peer-review

55 Citations (Scopus)

Abstract

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.

Original language	English
Pages (from-to)	14-29
Number of pages	15
Journal	New Technology, Work and Employment
Volume	19
Issue number	1
DOIs	https://doi.org/10.1111/j.1468-005X.2004.00125.x
Publication status	Published - 27 Feb 2004

Keywords

work practices
workplace partnership
aerosoace industry
decision making

UN SDGs

This output contributes to the following UN Sustainable Development Goals (SDGs)

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10.1111/j.1468-005X.2004.00125.x

Cite this

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High performance work systems and workplace partnership: a case study of aerospace workers

Abstract

Keywords

UN SDGs

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