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    Rights statement: This is the peer reviewed version of the following article:Wood, S., Nolte, S., Burridge, M., Rudloff, D. and Green, W. (2015), Dimensions and location of high-involvement management: fresh evidence from the UK Commission's 2011 Employer Skills Survey. Human Resource Management Journal, 25: 166–183. doi: 10.1111/1748-8583.12064 which has been published in final form at http://onlinelibrary.wiley.com/doi/10.1111/1748-8583.12064/abstract This article may be used for non-commercial purposes in accordance With Wiley Terms and Conditions for self-archiving.

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Dimensions and location of high-involvement management: fresh evidence from the UK Commission's 2011 Employer Skills Survey

Research output: Contribution to journalJournal article

Published
  • Stephen Wood
  • Sandra Nolte
  • Mark Burridge
  • Daniela Rudloff
  • William Green
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<mark>Journal publication date</mark>04/2015
<mark>Journal</mark>Human Resource Management Journal
Issue number2
Volume25
Number of pages18
Pages (from-to)166-183
Publication statusPublished
Early online date22/12/14
Original languageEnglish

Abstract

High-involvement management is typically seen as having three components: worker involvement, skill and knowledge acquisition and motivational supports. The prescriptive literature implies the elements should be used together; but using data from the UK Commission's Employer Skills Survey of 2011 we find that these dimensions of high-involvement management are in reality separate. Two types of involvement, role and organisational, are not strongly related, and motivational supports are not strongly correlated with other practices or each other. Size of workplace and the sector in which it operates are associated with the dimensions of high-involvement management. However, there is variety in their other predictors. For example, organisational involvement and skill acquisition are positively related to workplace size while role involvement is negatively associated with it. The research illustrates the value of scaling methods over blanket indexes to measure high involvement management and highlights the independent effects of quality and operational management methods.

Bibliographic note

This is the peer reviewed version of the following article:Wood, S., Nolte, S., Burridge, M., Rudloff, D. and Green, W. (2015), Dimensions and location of high-involvement management: fresh evidence from the UK Commission's 2011 Employer Skills Survey. Human Resource Management Journal, 25: 166–183. doi: 10.1111/1748-8583.12064 which has been published in final form at http://onlinelibrary.wiley.com/doi/10.1111/1748-8583.12064/abstract This article may be used for non-commercial purposes in accordance With Wiley Terms and Conditions for self-archiving. 2 year embargo