Understanding what determines workplace performance is important for a variety of reasons. In the first place, it can inform the debate about the UK's low productivity growth. It is also enables researchers to determine the efficacy of different organisational practices, policies and payment...

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In this chapter we explore how employees� experiences of, and attitudes to, work have changed over more than a quarter century. In an earlier evaluation, published in the mid-1990s, Bryson and McKay concluded that the quality of working life had deteriorated between the early 1980s and early...

High-involvement management practices have well-established benefits for employers, but what do they do for employees? Using a nationally-representative survey of British private-sector workplaces, high-involvement management is shown to be associated with higher pay. The wage premium is little...

Government policy emphasises five Ôdrivers' of productivity: competition, enterprise, innovation, investment and skills and each of these has been the subject of major programmes of reform. Despite this, and notwithstanding some improvement, UK productivity in terms of output per hour worked...

summarises ESRC-funded research on a quarter century of industrial relations in Britain, 1980-2004

  CEO incentive contracts are commonplace in China but their incidence varies significantly across Chinese cities. We show that city and provincial policy experiments help explain this variance. We examine the role of two policy experiments: the use of Special Economic Zones (SEZs) to attract...