High‐Performance Management Practices and Employee Outcomes in Denmark

35 Pages Posted: 28 May 2013

See all articles by Annalisa Cristini

Annalisa Cristini

University of Bergamo

Tor Eriksson

Aarhus University - Department of Economics

Dario Pozzoli

Aarhus University - School of Business and Social Sciences

Date Written: July 2013

Abstract

High‐performance work practices are frequently considered to have positive effects on corporate performance, but what do they do for employees? After assessing the correlation between organizational innovation and firm performance, this article investigates whether high‐involvement work practices affect workers in terms of wages, wage inequality and workforce composition. The analysis is based on a survey directed at Danish firms matched with linked employer–employee data and also examines whether the relationship between high‐involvement work practices and employee outcomes is affected by the industrial relations context.

Suggested Citation

Cristini, Annalisa and Eriksson, Tor and Pozzoli, Dario, High‐Performance Management Practices and Employee Outcomes in Denmark (July 2013). Scottish Journal of Political Economy, Vol. 60, Issue 3, pp. 232-266, 2013, Available at SSRN: https://ssrn.com/abstract=2270928 or http://dx.doi.org/10.1111/sjpe.12010

Annalisa Cristini (Contact Author)

University of Bergamo ( email )

Tor Eriksson

Aarhus University - Department of Economics ( email )

Fuglesangs Allé 4
Aarhus, 8210
Denmark
45 87164978 (Phone)

Dario Pozzoli

Aarhus University - School of Business and Social Sciences ( email )

Nordre Ringgade 1
Aarhus C, DK-8000
Denmark

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