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Job Evaluation and High Performance Work Practices: Compatible or Conflictual?
Author(s) -
McNabb Robert,
Whitfield Keith
Publication year - 2001
Publication title -
journal of management studies
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 4.398
H-Index - 184
eISSN - 1467-6486
pISSN - 0022-2380
DOI - 10.1111/1467-6486.00237
Subject(s) - flexibility (engineering) , job performance , rigidity (electromagnetism) , job design , feeling , work (physics) , equity (law) , job analysis , job attitude , business , psychology , social psychology , job satisfaction , economics , management , political science , mechanical engineering , engineering , structural engineering , law
It can be argued that job evaluation and a high performance work strategy are either conflictual or compatible. On the one hand, job evaluation might be expected to introduce a greater degree of rigidity and top‐down orientation to the pay and job structure, potentially yielding a conflict with the flexibility and employee involvement inherent in the high performance approach. On the other hand, job evaluation can be important in generating a feeling of equity in the workplace and thereby in promoting the high level of trust and commitment on which the success of the high performance strategy is seen to depend.