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Do high performance work practices work in South Korea?
Author(s) -
Frenkel Stephen J.,
Lee ByoungHoon
Publication year - 2010
Publication title -
industrial relations journal
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.525
H-Index - 3
eISSN - 1468-2338
pISSN - 0019-8692
DOI - 10.1111/j.1468-2338.2010.00581.x
Subject(s) - scarcity , work (physics) , business , government (linguistics) , distribution (mathematics) , labour economics , information sharing , industrial organization , marketing , economics , market economy , political science , law , mechanical engineering , mathematical analysis , linguistics , philosophy , mathematics , engineering
The distribution of so‐called high performance work practices (HPWPs) in South Korean manufacturing is mapped showing their relative scarcity. Contextual and institutional factors associated with the 1997–98 financial crisis are advanced to explain these findings. Nevertheless, anticipating that HPWPs are likely to improve performance, we tested several hypotheses. Employment security, teams, training, job enrichment and information sharing have a positive effect on performance; however there is no evidence of synergy. Most HPWP practices are partially mediated by worker attachment to their workplace. Government workplace reform policy, firms' business and labour utilisation strategy, and the presence of professional management contribute to performance.