The Impact of High-Performance Work Systems on Employees: A Sectoral Comparison

Michael White and Alex Bryson
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Michael White: University of Westminster

No 19-04, DoQSS Working Papers from Quantitative Social Science - UCL Social Research Institute, University College London

Abstract: Using nationally representative linked employer-employee surveys of workplaces with 50 or more employees we find the adoption of High-Performance Work Systems (HPWS) in the private sector is largely positively correlated with employee job attitudes pre-recession. However, high intensity HPWS has partly adverse consequences for private sector employees in the post-recession period. In contrast, there are no indications of public sector employees responding positively or negatively to HPWS and HPWS is not associated with adverse effects post-recession. The sectoral difference in results is interpreted in terms of different employment relationships and different sources of employee motivation.

Keywords: high performance work systems; public sector; organizational commitment; intrinsic job satisfaction; well-being (search for similar items in EconPapers)
JEL-codes: I31 J45 M5 (search for similar items in EconPapers)
Date: 2019-08-01
New Economics Papers: this item is included in nep-hrm and nep-lma
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Working Paper: The Impact of High-Performance Work Systems on Employees: A Sectoral Comparison (2019)
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