High Performance and the Transformation of Work? The Implications of Alternative Work Practices for the Experience and Outcomes of Work

Abstract

Using data from a 1997 telephone survey of 508 employed Canadians, the author explores the implications for workers of alternative work practices (AWPs) associated with the high-performance model. There are three main findings. First, moderate levels of AWP adoption were associated with increased “belongingness,” empowerment, task involvement, and ultimately job satisfaction, esteem, commitment, and citizenship behavior. At higher levels of adoption, however, these associations declined in magnitude and even became negative. AWP adoption was also associated with more stressful work. Second, whereas traditional (that is, supervised) group or team systems represented a substantial improvement over individualized work arrangements, “lean” and “team” forms of work organization associated with the high-performance model did not. Third, although team-based work and information sharing had positive effects, team autonomy and responsibility for a good or service—both associated with the high-performance model—had negative effects, as did “Just-in-Time” (JIT) systems and re-engineering programs.