Improving workplace performance: historical and theoretical contexts.
The current emphasis on the “high-performance” workplace may be reviving work practices that failed to flourish in the past. Today's high-performance workplace emphasizes the role of employee participation and decision making. Similar practices were experimented with in the past and were less than...
| Publicado en: | Monthly Labor Review Vol. 118; pp. 18 - 29 |
|---|---|
| Autor principal: | |
| Formato: | Artículo |
| Publicado: |
US Department of Labor
May 1995
|
| Materias: | |
| Acceso en línea: | Ver este registro en EBSCOhost |
| Sumario: | The current emphasis on the “high-performance” workplace may be reviving work practices that failed to flourish in the past. Today's high-performance workplace emphasizes the role of employee participation and decision making. Similar practices were experimented with in the past and were less than uniformly successful in enhancing productivity. The increased interest today in high-performance workplace practices suggests that conditions driving economic decisions have changed substantially, or that a new and superior organizational blueprint is now available. The article presents a historical context for the renewed interest in high-performance workplace practices and a theoretical context for the history of the adoption of different workplace practices. |
|---|