Manufacturing Advantage: Why High-Performance Work Systems Pay Off

A study examined the relationship between high-performance workplace practices and the performance of plants in the following manufacturing industries: steel, apparel, and medical electronic instruments and imaging. The multilevel research methodology combined the following data collection activitie...

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Bibliographic Details
Main Authors Appelbaum, Eileen, Bailey, Thomas, Berg, Peter, Kalleberg, Arne L
Format Book
LanguageEnglish
Published Cornell University Press 2000
Subjects
Biomedical Equipment
Blue Collar Occupations
Case Studies
Economic Impact
Employee Attitudes
Employer Attitudes
Employer Employee Relationship
Employment Practices
Fashion Industry
High Performance Manufacturing
High Performance Work Organizations
Impact Studies
Income
Industrial Structure
Job Performance
Labor Market
Labor Relations
Manufacturing Industry
Measurement Techniques
Metal Industry
Organizational Change
Organizational Climate
Organizational Development
Performance Factors
Productivity
Salary Wage Differentials
Systems Approach
Trend Analysis
Unions
White Collar Occupations
Work Attitudes
Work Environment
Work Experience
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Summary:A study examined the relationship between high-performance workplace practices and the performance of plants in the following manufacturing industries: steel, apparel, and medical electronic instruments and imaging. The multilevel research methodology combined the following data collection activities: (1) site visits; (2) collection of plant performance data; (3) extensive interviews with managers and union officials; and (4) surveys of blue-collar employees, supervisors, and white-collar employees. The study focused on the following topics: (1) manufacturing in the 21st century; (2) discretionary effort and the organization of work; (3) market dynamics and work organization in the steel, apparel, and medical electronic instruments and imaging industries; (4) workplace transformation and its effects on plants and workers; (5) measurement of the components of a high-performance work system; (6) performance effects of high-performance work systems; (7) the relationship between high-performance work systems and worker outcomes; (8) the effect of high-performance practices on earnings; and (9) the relationship between work systems and productivity growth. The study produced hard evidence that high-performance workplace practices, including employee empowerment and shop-floor participation, are not only good for workers but are also a major source of competitive advantage for companies. (Thirty-eight tables/figures are included. The bibliography contains 202 references.) (MN)
ISBN:0801486556
9780801486555