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Job Evaluation and High Performance Work Practices: Compatible or Conflictual?

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  • Robert McNabb
  • Keith Whitfield

Abstract

It can be argued that job evaluation and a high performance work strategy are either conflictual or compatible. On the one hand, job evaluation might be expected to introduce a greater degree of rigidity and top‐down orientation to the pay and job structure, potentially yielding a conflict with the flexibility and employee involvement inherent in the high performance approach. On the other hand, job evaluation can be important in generating a feeling of equity in the workplace and thereby in promoting the high level of trust and commitment on which the success of the high performance strategy is seen to depend.

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  • Robert McNabb & Keith Whitfield, 2001. "Job Evaluation and High Performance Work Practices: Compatible or Conflictual?," Journal of Management Studies, Wiley Blackwell, vol. 38(2), pages 293-312, March.
    • Handle: RePEc:bla:jomstd:v:38:y:2001:i:2:p:293-312
    DOI: 10.1111/1467-6486.00237
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    Cited by:

    1. David Marsden & Richard Belfield, 2010. "Institutions and the Management of Human Resources: Incentive Pay Systems in France and Great Britain," British Journal of Industrial Relations, London School of Economics, vol. 48(2), pages 235-283, June.

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