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High performance management: a literature review

High performance management: a literature review
High performance management: a literature review
In recent years there has been widespread discussion concerning the purported shift away from Taylorism towards a new production paradigm premised upon techniques of high performance management (HPM). This paper argues that in seeking to capture the essence of the phenomenon commentators typically privilege different aspects of the management function. For example, some emphasise the importance of task formulation while others focus heavily on the management of human resources. Drawing on recent work by Bélanger et al. (2002) it is argued that any construct needs to be understood as a composite covering three discrete but related spheres: production management, work organisation and employee relations. The paper then moves on to consider the principal theoretical debates surrounding the emergent model; namely, the compatibility of HPM with neoliberal orthodoxy; the impact of HPM on productivity; and, finally, the implications of HPM vis-à-vis employees. The paper concludes that there is a need for the development of more refined analytical tools and similarly the excavation of data more sensitive to potential sectoral dynamics.
Centre for Labour Market Studies
Butler, Peter
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Felstead, Alan
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Ashton, David
23af9fd8-cfae-43ac-9f8d-b4787a141e90
Fuller, Alison
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Lee, Tracey
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Unwin, Lorna
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Walters, Sally
cffe5d20-3575-45d0-a40b-13d05a62cfb1
Butler, Peter
5d027bff-47b2-4f9c-b3ce-5d3c6a7d3915
Felstead, Alan
514e6ef7-2443-49aa-883e-706911d9191d
Ashton, David
23af9fd8-cfae-43ac-9f8d-b4787a141e90
Fuller, Alison
c6b47796-05b5-4548-b67e-2ca2f2010fef
Lee, Tracey
710b2b1c-5bd4-4951-b757-fe30b7147073
Unwin, Lorna
8203040c-b1e8-4948-bc2e-4bb2db648720
Walters, Sally
cffe5d20-3575-45d0-a40b-13d05a62cfb1

Butler, Peter, Felstead, Alan, Ashton, David, Fuller, Alison, Lee, Tracey, Unwin, Lorna and Walters, Sally (2004) High performance management: a literature review (Learning as Work Research Paper) Leicester, GB. Centre for Labour Market Studies 36pp.

Record type: Monograph (Working Paper)

Abstract

In recent years there has been widespread discussion concerning the purported shift away from Taylorism towards a new production paradigm premised upon techniques of high performance management (HPM). This paper argues that in seeking to capture the essence of the phenomenon commentators typically privilege different aspects of the management function. For example, some emphasise the importance of task formulation while others focus heavily on the management of human resources. Drawing on recent work by Bélanger et al. (2002) it is argued that any construct needs to be understood as a composite covering three discrete but related spheres: production management, work organisation and employee relations. The paper then moves on to consider the principal theoretical debates surrounding the emergent model; namely, the compatibility of HPM with neoliberal orthodoxy; the impact of HPM on productivity; and, finally, the implications of HPM vis-à-vis employees. The paper concludes that there is a need for the development of more refined analytical tools and similarly the excavation of data more sensitive to potential sectoral dynamics.

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Published date: June 2004

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Local EPrints ID: 63867
URI: http://eprints.soton.ac.uk/id/eprint/63867
PURE UUID: 5c3b772e-b923-4e6e-af66-04fe4d859982

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Date deposited: 12 Nov 2008
Last modified: 13 Mar 2019 20:23

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