In this paper we treat workplace voice and systems of high-commitment human resource management (HCHRM) as technological innovations in order to account for the uneven diffusion patterns observed across establishments. Using British data, the paper finds that variables highlighted in the...

Using new, rich data on a representative sample of British workers, we examine the relationship between joint consultation systems at the workplace and employee satisfaction, accounting for possible interactions with union and management-led high-commitment strategies. We focus on non-union...

Workplace voice and systems of high-commitment human resource management (HCHRM) have been found to impart measurable benefits to adopting firms, yet significant numbers of establishments fail to employ such practices. This article addresses the puzzle of staggered diffusion by explicitly...

Contingency formulations of Human Resource Management (HRM) theory suggest that the effectiveness of HRM practices should vary across firms. This study examined whether the relationship between HRM practices and productivity in manufacturing companies is contingent upon organizational climate...

In this paper we test the HRM/union substitution hypothesis that human resource management (HRM) practices act as a substitute for unionization. We use British workplace data between 1980 and 1998 which allows us to examine for the first time whether increased HRM incidence has coincided with...

This paper uses the popular balanced scorecard from strategic management, and a new survey data set, to empirically measure and evaluate the state of workplace employment capabilities, relations, practices, and performance for shareholders and stakeholders. An innovative feature is that two...