Danford, A. and Richardson, M. and Stewart, P. and Tailby, S. and Upchurch, M. (2004) High performance work systems and workplace partnership: a case study of aerospace workers. New Technology, Work and Employment, 19 (1). pp. 14-29. ISSN 0268-1072Full text not available in this repository. (Request a copy from the Strathclyde author)
This article provides case study analysis of the impact of high performance work practices and workplace partnership on skilled workers in the UK's aerospace industry. In contrast to assumptions that such practices increase empowerment and participation we find evidence of a democratic deficit in workplace decision-making and deterioration in the quality of working life.
|Keywords:||work practices, workplace partnership, aerosoace industry, decision making, Management. Industrial Management, Human Factors and Ergonomics, Strategy and Management, Management of Technology and Innovation|
|Subjects:||Social Sciences > Industries. Land use. Labor > Management. Industrial Management|
|Department:||Strathclyde Business School > Human Resource Management|
|Depositing user:||Strathprints Administrator|
|Date Deposited:||15 Mar 2009 16:59|
|Last modified:||24 Mar 2017 03:42|