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Reflections on the “High Performance†Paradigm's Implications for Industrial Relations as a Field

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  • John Godard
  • John T. Delaney

Abstract

Over the past decade, several leading U.S. scholars have advanced a new industrial relations paradigm, according to which “high performance†work and human resource management (HRM) practices have replaced unions and collective bargaining as the innovative force in industrial relations. Although this model fundamentally challenges the traditional focus of the field of industrial relations in the United States, research on it has centered on the diffusion and performance effects of HRM innovations, with surprisingly little systematic reflection on either the underlying tenets of the new paradigm or its implications for the future of the field. Drawing on work of British and U.S. scholars, the authors identify critical aspects of the literature on this subject that deserve careful scrutiny, and suggest several criteria (such as industrial democracy) that need to be used in addition to measures of firm performance in evaluating the new paradigm.

Suggested Citation

  • John Godard & John T. Delaney, 2000. "Reflections on the “High Performance†Paradigm's Implications for Industrial Relations as a Field," ILR Review, Cornell University, ILR School, vol. 53(3), pages 482-502, April.
    • Handle: RePEc:sae:ilrrev:v:53:y:2000:i:3:p:482-502
    DOI: 10.1177/001979390005300307
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    References listed on IDEAS

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    1. Chris Doucouliagos, 1995. "Worker Participation and Productivity in Labor-Managed and Participatory Capitalist Firms: A Meta-Analysis," ILR Review, Cornell University, ILR School, vol. 49(1), pages 58-77, October.
    2. Keith Sisson, 1993. "In Search of HRM," British Journal of Industrial Relations, London School of Economics, vol. 31(2), pages 201-210, June.
    3. Rosemary Batt & Eileen Appelbaum, 1995. "Worker Participation in Diverse Settings: Does the Form Affect the Outcome, and If So, Who Benefits?," British Journal of Industrial Relations, London School of Economics, vol. 33(3), pages 353-378, September.
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    5. Stephen Wood & Maria Teresa Albanese, 1995. "Can We Speak Of A High Commitment Management On The Shop Floor?," Journal of Management Studies, Wiley Blackwell, vol. 32(2), pages 215-247, March.
    6. Ichniowski, Casey & Shaw, Kathryn & Prennushi, Giovanna, 1997. "The Effects of Human Resource Management Practices on Productivity: A Study of Steel Finishing Lines," American Economic Review, American Economic Association, vol. 87(3), pages 291-313, June.
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    Cited by:

    1. Amanda Pyman & Peter Holland & Julian Teicher & Brian K. Cooper, 2010. "Industrial Relations Climate, Employee Voice and Managerial Attitudes to Unions: An Australian Study," British Journal of Industrial Relations, London School of Economics, vol. 48(2), pages 460-480, June.
    2. Isabel Maria Bodas Freitas, 2011. "Technological learning environments and organizational practices--cross-sectoral evidence from Britain," Industrial and Corporate Change, Oxford University Press and the Associazione ICC, vol. 20(5), pages 1439-1474, October.
    3. Pruneda, Gabriel, 2014. "Employee coverage of high-performance work systems in Spain: a comparative analysis before and during economic retrenchment," MPRA Paper 83909, University Library of Munich, Germany.
    4. Cedric E. Dawkins, 2019. "A Normative Argument for Independent Voice and Labor Unions," Journal of Business Ethics, Springer, vol. 155(4), pages 1153-1165, April.
    5. Maddy Janssens & Chris Steyaert, 2009. "HRM and Performance: A Plea for Reflexivity in HRM Studies," Journal of Management Studies, Wiley Blackwell, vol. 46(1), pages 143-155, January.
    6. Guimarães, Julio Cesar Ferro de & Severo, Eliana Andrea & Dorion, Eric Charles Henri & Coallier, François & Olea, Pelayo Munhoz, 2016. "The use of organisational resources for product innovation and organisational performance: A survey of the Brazilian furniture industry," International Journal of Production Economics, Elsevier, vol. 180(C), pages 135-147.
    7. Peter Butler & Anita Hammer, 2020. "Pay progression in routinised service sector work: navigating the internal labour market in a fast food multinational company," Industrial Relations Journal, Wiley Blackwell, vol. 51(4), pages 351-371, July.
    8. Jeffrey B. Arthur, 2011. "Do HR System Characteristics Affect the Frequency of Interpersonal Deviance in Organizations? The Role of Team Autonomy and Internal Labor Market Practices," Industrial Relations: A Journal of Economy and Society, Wiley Blackwell, vol. 50(1), pages 30-56, January.
    9. Virginia Doellgast, 2010. "Collective Voice under Decentralized Bargaining: A Comparative Study of Work Reorganization in US and German Call Centres," British Journal of Industrial Relations, London School of Economics, vol. 48(2), pages 375-399, June.
    10. Dionne Pohler & Andrew Luchak, 2015. "Are Unions Good or Bad for Organizations? The Moderating Role of Management's Response," British Journal of Industrial Relations, London School of Economics, vol. 53(3), pages 423-459, September.
    11. Kozica, Arjan & Kaiser, Stephan, 2012. "A Sustainability Perspective on Flexible HRM: How to Cope with Paradoxes of Contingent Work," management revue - Socio-Economic Studies, Nomos Verlagsgesellschaft mbH & Co. KG, vol. 23(3), pages 239-261.
    12. Ali Murat BOYRAZ & Hatice ÖZUTKU, 2019. "Yüksek Performanslı Çalışma Sistemlerinin Algılanan Örgütsel Performans ve Finansal Performansa Etkisi: Türk Bankacılık Sektöründe Bir Araştırma," Istanbul Business Research, Istanbul University Business School, vol. 48(2), pages 248-283, November.

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