High performance work systems and workplace partnership: a case study of aerospace workers

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 0268-1072

Full text not available in this repository.Request a copy from the Strathclyde author

Official URL: http://dx.doi.org/10.1111/j.1468-005X.2004.00125.x

Abstract

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.

ORCID iDs

Danford, A., Richardson, M., Stewart, P.

, Tailby, S. and Upchurch, M.;

Item metadata

Item type:	Article
ID code:	7711
Dates:	Date Event 27 February 2004 Published
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 > Work, Organisation and Employment
Depositing user:	Strathprints Administrator
Date deposited:	15 Mar 2009 16:59
Last modified:	18 Jun 2021 02:24
URI:	https://strathprints.strath.ac.uk/id/eprint/7711

Export

CORE (COnnecting REpositories)