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The theory of high-performance work systems

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dc.contributor.authorBoxall, P.
dc.contributor.authorHuo, M.L.
dc.contributor.editorTownsend, K.
dc.date.issued2019
dc.description.abstractWhat is a ‘high-performance work system’ (HPWS) and how has the notion evolved in the literature? How does theory and research on HPWSs add value to our understanding of employment relations? This chapter reviews the history and discusses the meaning of this ambiguous concept. It then reviews two lines of analysis that are significant for HR strategists and researchers. One concerns which work systems prevail in which contexts and why. The other deals with how the performance of any work system can be improved and for whom. The chapter then discusses ways to improve our research methods in this area
dc.identifier.citationSource details - Title: Elgar Introduction to Theories of Human Resources and Employment Relations, 2019 / Townsend, K. (ed./s), Ch.7, pp.97-111
dc.identifier.doi10.4337/9781786439017
dc.identifier.isbn9781786439000
dc.identifier.urihttps://hdl.handle.net/11541.2/146848
dc.language.isoen
dc.publisherEdward Elgar Publishing
dc.publisher.placeUK
dc.relation.ispartofseriesElgar Introductions to Management and Organization Theory
dc.rightsCopyright 2019 Keith Townsend, Kenneth Cafferkey, Aoife M McDermott and Tony Dundon
dc.source.urihttps://doi.org/10.4337/9781786439017
dc.subjecthigh-performance work system (HPWS)
dc.subjectemployment relations
dc.subjectwork systems
dc.titleThe theory of high-performance work systems
dc.typeBook chapter
pubs.publication-statusPublished
ror.mmsid9916505388301831

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