An industrial relations perspective on the high-performance paradigm

Abstract

Recent studies have suggested that various human resource management (HRM) practices are associated with enhanced economic performance in 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 of 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 HRM researchers, however, to devote more attention to underlying 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.