Partnership, high performance work systems and quality of working life

Andy Danford, Mike Richardson, Paul Stewart, Stephanie Tailby, Martin Upchurch

Research output: Contribution to journalArticle

44 Citations (Scopus)
56 Downloads (Pure)

Abstract

The paper measures the effects of workplace partnership and selected high performance work practices on four different dimensions of employee experience. Whilst the partnership-high performance work systems nexus seems to have little impact on employees' job satisfaction or sense of attachment, it does, however, have a negative impact on both workplace stress and employee evaluations of union performance. The analysis thus questions common assumptions about the inevitability of 'mutual gain' and the necessity of employer/unionpartnership. Introduction and research
Original languageEnglish
Pages (from-to)151-166
Number of pages16
JournalNew Technology, Work and Employment
Volume23
Issue number3
DOIs
Publication statusPublished - Nov 2008

    Fingerprint

Keywords

  • workplace partnership
  • work practices
  • employee experience
  • job satisfaction

Cite this