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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

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Dimensions and location of high-involvement management : fresh evidence from the UK Commission's 2011 Employer Skills Survey. / Wood, Stephen; Nolte, Sandra; Burridge, Mark ; Rudloff, Daniela ; Green, William.

In: Human Resource Management Journal, Vol. 25, No. 2, 04.2015, p. 166-183.

Research output: Contribution to journalJournal article

Harvard

Wood, S, Nolte, S, Burridge, M, Rudloff, D & 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, vol. 25, no. 2, pp. 166-183. https://doi.org/10.1111/1748-8583.12064

APA

Vancouver

Author

Wood, Stephen ; Nolte, Sandra ; Burridge, Mark ; Rudloff, Daniela ; Green, William. / Dimensions and location of high-involvement management : fresh evidence from the UK Commission's 2011 Employer Skills Survey. In: Human Resource Management Journal. 2015 ; Vol. 25, No. 2. pp. 166-183.

Bibtex

@article{f7fa520057d744b1a157faf0019f695c,
title = "Dimensions and location of high-involvement management: fresh evidence from the UK Commission's 2011 Employer Skills Survey",
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.",
keywords = "high-involvement management, role involvement, organisational involvement, skill acquisition , management practices , total quality management",
author = "Stephen Wood and Sandra Nolte and Mark Burridge and Daniela Rudloff and William Green",
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",
year = "2015",
month = apr
doi = "10.1111/1748-8583.12064",
language = "English",
volume = "25",
pages = "166--183",
journal = "Human Resource Management Journal",
issn = "0954-5395",
publisher = "Wiley-Blackwell",
number = "2",

}

RIS

TY - JOUR

T1 - Dimensions and location of high-involvement management

T2 - fresh evidence from the UK Commission's 2011 Employer Skills Survey

AU - Wood, Stephen

AU - Nolte, Sandra

AU - Burridge, Mark

AU - Rudloff, Daniela

AU - Green, William

N1 - 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

PY - 2015/4

Y1 - 2015/4

N2 - 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.

AB - 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.

KW - high-involvement management

KW - role involvement

KW - organisational involvement

KW - skill acquisition

KW - management practices

KW - total quality management

U2 - 10.1111/1748-8583.12064

DO - 10.1111/1748-8583.12064

M3 - Journal article

VL - 25

SP - 166

EP - 183

JO - Human Resource Management Journal

JF - Human Resource Management Journal

SN - 0954-5395

IS - 2

ER -