High-Involvement Management and Pay in Britain

22 Pages Posted: 23 Mar 2004

See all articles by John Forth

John Forth

National Institute of Economic and Social Research (NIESR)

Neil Millward

National Institute of Economic and Social Research (NIESR) - WERS Data Dissemination Service

Abstract

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 affected by the choice of employee involvement practices (e.g., teams versus quality circles), but it appears only where employee involvement practices are supported by job security guarantees. Powerful trade unions increase the premium.

Suggested Citation

Forth, John and Millward, Neil, High-Involvement Management and Pay in Britain. Industrial Relations: A Journal of Economy and Society, Vol. 43, No. 1, pp. 98-119, January 2004, Available at SSRN: https://ssrn.com/abstract=513190

John Forth (Contact Author)

National Institute of Economic and Social Research (NIESR) ( email )

2 Dean Trench Street
Smith Square
London SW1P 3HE
United Kingdom

Neil Millward

National Institute of Economic and Social Research (NIESR) - WERS Data Dissemination Service ( email )

2 Dean Trench Street
Smith Square
London SW1P 3HE
United Kingdom

HOME PAGE: http://www.niesr.ac.uk/niesr/wers98

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