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Dimensions of Performance Effectiveness In High‐Involvement Work Organisations
Author(s) -
Parker Sharon K.,
Mullarkey Sean,
Jackson Paul
Publication year - 1994
Publication title -
human resource management journal
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.44
H-Index - 77
eISSN - 1748-8583
pISSN - 0954-5395
DOI - 10.1111/j.1748-8583.1994.tb00342.x
Subject(s) - consistency (knowledge bases) , confusion , order (exchange) , process (computing) , work (physics) , resource (disambiguation) , production (economics) , psychology , sociology , business , knowledge management , management , marketing , computer science , engineering , economics , mechanical engineering , computer network , finance , artificial intelligence , psychoanalysis , macroeconomics , operating system
Sharon Parker, Sean Mullarkely and Paul Jackson, who are researchers in the MRC/ESRC Social and Applied Pyschology Unit at the University of Sheffield, draw on detailed case study evidence to consider the substantial changes to the shop floor roles entailed in high involvement work organisations. They argue that specification of the performance requirements of such roles will facilitate employees taking on appropriate behaviours, reduce role confusion, and enable consistency in human resource practices. They discuss the use of repertory grids to explore the models of effective performance held by production managers and derive nine critical dimensions of shop floor employee performance from the analysis. These contain specific behavioural examples and are grouped around four higher‐order dimensions: ‘process ownership’, ‘social skills’, ‘personal style’, and loss prevention’. These dimensions form the basis of a broader specification of the skills, knowledge and general orientations required by shopfloor employees in high involvement roles.