High Performance Work Systems: The Need for Transition Management

How the boundaries of what management once considered acceptable work redesign have been expanded by new competitive pressures is demonstrated. Research evidence based on the experience of American multinational corporations shows how the approaches now being developed give employees considerably greater discretion and opportunities for skills development and improved performance than conventional “job enrichment” techniques. The sample of Digital Equipment Corporation (DEC) at its Ayr site in Scotland is used and the effects of high performance work systems examined.