Chapter 8: New Forms of Work and the High Performance Paradigm
New forms of work and the high performance paradigm We can date the emergence of the high performance model to a series of studies published in the US in the mid-1990s (Appelbaum and Batt, 1994; Delery and Doty, 1996; Huselid, 1995; Ichniowski et al., 1997; MacDuffie, 1995; Osterman, 1994; Pfeffer, 1994). Their basic concern was to see whether new ways of organizing work and managing people were having an effect on the performance of organizations. For some, this represents a new research paradigm, in which more traditional institutional concerns are played down or neglected completely (Godard and Delaney, 2000). Others see it as a more natural reflection of the shift in the balance of power in the employment relationship in favor of management and employers. Although reaching a precise definition would be difficult and probably counterproductive, the new forms of work being investigated are likely to involve the following: an ...