000			01785naa a2200229uu 4500
001			9574
003			OSt
005			20190211154744.0
008			021226s2005 xx ||||gr |0|| 0 eng d
100	1		_aDELANEY, John T _92815
245	1	0	_aAn industrial relation perspective on the high-performance paradigm
260			_c2001
520	3		_aRecent studies have suggested that various human resource management (HRM) practices are associated with enhanced economic performance i organizations. This research has led to what we call the high-performance paradigm, a belief that firms can improve performance by adopting certain high-performance work practices (HPWP). We apply an industrial relations (IR) perspective to the high-performance paradigm to extend the insights o HRM studies. After identifying how the perspective typically adopted in IR research differs from that used by HRM researchers, we briefly review the literature on HPWPs, identify limitations in the existing research approach, and suggest issues and areas for future research. In general, we suggest that research on HPWPs has made a valuable contribution to the literature. We urge HRMresearchers, however, to devote more attention to undelying conflicts at work, focus more explicitly on the implications of new forms of work for workers, and pay greater attention to the role that cultural forces, unions, and governments play in shaping the workplace
650		4	_aIndustrial Relations _917913
650		4	_aHigh-performance Work Practices _918865
650		4	_aStrategic Human Resource Management _918866
700	1		_aGODARD, John _918867
773	0	8	_tHuman Resource Management Review _g11, 4, p. 395-429 _d, 2001 _w
942			_cS
998			_a20021226 _bCassio _cCassio
998			_a20060526 _b1017^b _cQuiteria
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c9713 _d9713
041			_aeng