- The Oxford Handbook of Participation in Organizations
- List of Figures
- List of Tables
- About the Contributors
- Conceptualizing Employee Participation in Organizations
- An HRM Perspective on Employee Participation
- An Industrial Relations Perspective on Employee Participation
- A Legal Perspective on Employee Participation
- Labour Process and Marxist Perspectives on Employee Participation
- An Economic Perspective on Employee Participation
- Direct Employee Participation
- Collective Bargaining as a Form of Employee Participation: : Observations on the United States and Europe
- Employer Strategies Towards Non‐Union Collective Voice
- Worker Directors and Worker Ownership/Cooperatives
- Employee Participation Through Non‐Union Forms of Employee Representation
- Works Councils:: The European Model of Industrial Democracy?
- Employee Share Ownership
- Financial Participation
- Labour Union Responses to Participation in Employing Organizations
- Voice in the Wilderness? The Shift From Union to Non‐Union Voice in Britain
- High Involvement Management and Performance
- Employee Voice and Mutual Gains
- Participation Across Organizational Boundaries
- Public Policy and Employee Participation
- Corporate Governance and Employee Participation
- Cross‐National Variation in Representation Rights and Governance at Work
- Employee Participation in Developing and Emerging Countries
- International and Comparative Perspectives on Employee Participation
- Freedom, Democracy, and Capitalism:: Ethics and Employee Participation
Abstract and Keywords
The study of high-involvement management has been part of the wider human resource management (HRM)-performance research stream. The studies in the stream differ in their foci, measures of practices, and performance measures, as well as in their samples and methods of data collection. The results vary across studies, including across performance measures in the individual studies. This article first introduces the concept of high-involvement management as a form of participation and then the key studies that have directly measured it to show how they have explored it and its links to performance. It then compares the results of these studies with others within the HRM-performance research stream to see if they reveal stronger performance relationships than do these others.
Stephen Wood is Professor and Deputy Director of the Institute of Work Psychology at the University of Sheffield. His recent research has concerned high-involvement management, employee voice, idea-capturing schemes, portfolio working, and the social challenges of nanotechnology. He is editor (with Howard Gospel) of Representing Workers: Trade Union Recognition and Membership in Britain (Routledge).
Access to the complete content on Oxford Handbooks Online requires a subscription or purchase. Public users are able to search the site and view the abstracts and keywords for each book and chapter without a subscription.
If you have purchased a print title that contains an access token, please see the token for information about how to register your code.