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Beyond the High‐Performance Paradigm? An Analysis of Variation in Canadian Managerial Perceptions of Reform Programme Effectiveness
Author(s) -
Godard John
Publication year - 2001
Publication title -
british journal of industrial relations
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.665
H-Index - 70
eISSN - 1467-8543
pISSN - 0007-1080
DOI - 10.1111/1467-8543.00188
Subject(s) - context (archaeology) , perception , set (abstract data type) , work (physics) , variation (astronomy) , politics , variable (mathematics) , relation (database) , political science , public relations , positive economics , sociology , economics , psychology , computer science , engineering , geography , database , mechanical engineering , mathematical analysis , physics , mathematics , neuroscience , astrophysics , law , programming language , archaeology
Proponents of the high‐performance paradigm often argue that the variable success of new forms of work organization is explained primarily by a failure to implement them comprehensively and to adopt complementary HRM practices. This paper argues that these explanations are inadequate and develops an alternative, political economy approach which accounts more fully for how conflicts embedded in the employment relation limit the effectiveness of reforms. It draws on a unique longitudinal data set representing 78 Canadian workplaces to analyse the extent to which reform programme content, pre‐existing HRM conditions and workplace context variables are associated with reform programme effectiveness.