
Contents
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High Involvement Management High Involvement Management
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Core High Involvement Management—Performance Studies Core High Involvement Management—Performance Studies
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Wood and de Menezes's Direct Measure of High Involvement Management Wood and de Menezes's Direct Measure of High Involvement Management
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MacDuffie MacDuffie
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Wright, McCormick, Sherman, and McMahon's Distinction between Participation and Skills and Motivational Supports Wright, McCormick, Sherman, and McMahon's Distinction between Participation and Skills and Motivational Supports
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Cappelli and Neumark: Longitudinal Analysis Cappelli and Neumark: Longitudinal Analysis
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Birdi, Clegg, Patterson, Robinson, Stride, Wall, and Wood: Extending High Involvement Management to Lean Production with Longitudinal Analysis Birdi, Clegg, Patterson, Robinson, Stride, Wall, and Wood: Extending High Involvement Management to Lean Production with Longitudinal Analysis
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Overview of High Involvement Management Studies Overview of High Involvement Management Studies
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Comparing the Studies of the High Involvement Management Studies with Other HRM‐Performance Studies Comparing the Studies of the High Involvement Management Studies with Other HRM‐Performance Studies
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Conclusion Conclusion
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Notes Notes
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References References
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17 High Involvement Management and Performance
Get accessStephen 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).
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Published:02 May 2010
Cite
Abstract
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.
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