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

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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.

Author(s):	Danford, A., Richardson, M., Stewart, P. ORCID: https://orcid.org/0000-0003-1177-2412, Tailby, S. and Upchurch, M.
Item type:	Article
ID code:	7711
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:	16 Jan 2020 23:33
URI:	https://strathprints.strath.ac.uk/id/eprint/7711
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