New Models of High Performance Work Systems - Equality Authority

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new models of high performancework systems46 >outcomes. Any public policy or companystrategy that seeks to develop competitivenessin Irish industry through improvedproductivity, improved innovation orimproved quality of working life mustrecognise the importance of organisationalfactors including management policies andpractices.p There is a strong imperative to developa better capacity within Irish companiesfor high performance work systemsthat include strategic human resourcemanagement, partnership, diversity andequality systems, and flexible working.p The advocacy case for best practiceapproaches to workplace partnership,diversity and equality, and flexible workinghas a strong economic argument as well ashaving a legislative and humanitarian basis.The economic argument puts forward clearbusiness performance benefits for bothemployers and employees.p In view of the synergistic effects onbusiness performance of Strategic HRM,partnership and Diversity and EqualitySystems, we propose that the currentresearch agenda on high performance worksystems and workplace factors underpinningcompetitiveness should be expandedto take a more comprehensive perspectiveon the issues that require examination.
this is the section namePart 6ReferencesAppelbaum, E., Bailey, T., Berg, P., &Kalleberg, A. (2000). Manufacturingadvantage: Why high-performancework systems pay off. Ithaca, London:ILR Press.Cascio, W. F. 2006. Managing humanresources (7th Ed.). NY: McGraw-Hill.CIPD (2006). Achieving Best Practice inYour Business: High Performance WorkPractices: Linking Strategy and Skills toPerformance Outcomes, London: CIPDDatta, D.K., Guthrie, J.P. & Wright, P.M.(2005). HRM and labor productivity:Does industry matter? Academy ofManagement Journal, 48(1): 135-145.Dex, S. and Smith, C. (2002) The Natureand Pattern of Family-friendly Policies inBritain. Oxford: The Policy Press.Dillman, D. A. (2000). Mail and InternetSurveys (2nd ed.). New York: JohnWiley & Sons, Inc.Flood, P., Guthrie, J., Liu, W., andMacCurtain, S. (2005). HighPerformance Work Systems in Ireland:The Economic Case. National Centrefor Partnership and Performance.Guthrie, J. P. (2001). “High InvolvementWork Practices, Turnover andProductivity: Evidence from NewZealand.” Academy of ManagementJournal, Vol. 44, pp. 180-190.Guthrie, J.P., Spell, C. & Nyamori, R.(2002). Correlates and consequencesof high involvement management:The role of competitive strategy.The International Journal of HumanResource Management, 13(1):183-197.Huselid, M. A. (1995). The Impactof Human Resource ManagementPractices on Turnover, Productivity,and Corporate Financial Performance.Academy of Management Journal,Vol. 38, pp. 635-672.International Labour Office (2006),High Performance Work ResearchProject Case Studies. Available onlinehttp://www.ilo.org/public/english/employment/skills/workplace/case/case_toc.htmLambert, S. J. (2000). Added benefits:the link between work-life benefitsand organisational citizenshipbehavior. Academy of ManagementJournal, 43(5), 801-815.MacDuffie, J. P. (1995). HumanResource Bundles and ManufacturingPerformance: Organisational Logicand Flexible Production Systems inthe World Auto Industry. Industrialand Labor Relations Review, Vol. 48,pp.197-221.Monks, K. (2007). The BusinessImpact of Equality and Diversity– The International Evidence.National Centre for Partnership andPerformance / Equality AuthorityO’Connell, L. (2003). Achieving highperformance: Partnership works – Theinternational evidence. Forum on theWorkplace of the Future, NationalCentre for Partnership Performance.O’Connell, P and Russell, H. (2005).Equality at Work? - WorkplaceEquality Policies, Flexible WorkingArrangements and the Quality ofWork. Dublin: The Equality Authority.http://www.equality.ie/index.asp?locID=105&docID=269Osterman, P. (1995). Work/familyprograms and the employmentrelationship. Administrative ScienceQuarterly, 40, 681-700.Sheppard, E., Clifton, T. and Kruse,D (1996) Flexible Work Hours andProductivity: Some Evidence from thePharmaceutical Industry. IndustrialRelations, Vol. 35, No. 1.Siegel, P. A., Post, C., Garden, C.,Brockner, J., & Fishman, A. (2005). Themoderating influence of proceduralfairness on the relationship betweenwork-life conflict and organisationalcommitment. Journal of AppliedPsychology, 90(1), 13-24.Yasbek, P. (2004). The business case forfirm-level work-life balance policies: areview of the literature. (Labour MarketPolicy Group, Department of Labour.)Wellington, NZ. Retrieved March 3,2006 from http://www.dol.govt.nz/publication-iew.asp?ID=191.< 47
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