Partnership,high performance work systems and quality of working life |
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| Authors: | Andy Danford Mike Richardson Paul Stewart Stephanie Tailby Martin Upchurch |
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| Affiliation: | 1. At the Centre for Employment Studies Research, University of the West of England, Bristol, UK. E‐mail: andrew.danford@uwe.ac.uk;2. A senior lecturer in Industrial Relations at UWE. E‐mail: michael2.richardson@uwe.ac.uk;3. In the Department of Human Resource Management, University of Strathclyde, Glasgow, UK. E‐mail: Paul.Stewart.100@strath.ac.uk;4. A professor of Employment Relations at UWE. E‐mail: stephanie.tailby@uwe.ac.uk;5. At the Middlesex University Business School, London, UK. E‐mail: M.Upchurch@mdx.ac.uk |
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| Abstract: | The paper measures the effects of workplace partnership and selected high performance work practices on four different dimensions of employee experience. Whilst the partnership– high performance work systems nexus seems to have little impact on employees’ job satisfaction or sense of attachment, it does, however, have a negative impact on both workplace stress and employee evaluations of union performance. The analysis thus questions common assumptions about the inevitability of ‘mutual gain’ and the necessity of employer/union partnership. |
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