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 (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

Stewart, P. ORCID: https://orcid.org/0000-0003-1177-2412

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• 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, SDG 9 - Industry, Innovation, and Infrastructure, SDG 16 - Peace, Justice and Strong Institutions
  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:	02 Feb 2023 03:00
  URI:	https://strathprints.strath.ac.uk/id/eprint/7711