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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Final published version
Research output: Contribution to Journal/Magazine › Journal article › peer-review
Research output: Contribution to Journal/Magazine › Journal article › peer-review
}
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 -