Organizing employment for high performance: theories, evidence and policy

Whitfield, Keith Leslie ORCID: https://orcid.org/0000-0002-1184-5530 and Poole, Michael John Findlay 1997. Organizing employment for high performance: theories, evidence and policy. Organization Studies 18 (5) , pp. 745-764. 10.1177/017084069701800502

Full text not available from this repository.

Abstract

There has been increased interest in recent years about the way in which employment is organized. Some commentators have suggested that there has been a qualitative transformation such that new forms of work organization have developed which offer the prospect of improved performance. Among the key propositions are: (1) labour is being deployed in a more flexible manner; (2) productivity increasingly depends on the commitment offered by workers; (3) performance-oriented work practices only work if introduced in an internally consistent manner; and (4), it is crucial that such practices are congruent with the overall strategy of the organization in which they are sited. Empirical evidence has indicated that there is much support for these propositions, but that the link between them and high organizational performance is both complex and variable. In particular, the context in which they are situated is a crucial determinant of their success.

Item Type:	Article
Date Type:	Publication
Status:	Published
Schools:	Business (Including Economics)
Publisher:	Sage
ISSN:	0170-8406
Last Modified:	28 Oct 2022 08:25
URI:	https://orca.cardiff.ac.uk/id/eprint/70636

Citation Data

Cited 62 times in Scopus. View in Scopus. Powered By Scopus® Data

Actions (repository staff only)

Edit Item