The relationships of informal high performance work practices to job satisfaction and workplace profitability

Yoshio Yanadori, Danielle D. van Jaarsveld

Research output: Contribution to journalArticle

21 Citations (Scopus)

Abstract

Recent empirical evidence reveals considerable divergence between management reports and employee reports regarding organizational high performance work practices (HPWPs). This divergence implies that employees may not participate in some HPWPs that are formally present in their organizations, but also, that employees may participate in HPWPs that are not formally present in their organizations. In this study, we examine the implication of the latter case (i.e., employee participation in "informal" HPWPs) for employee-level and organization-level outcomes. Our analyses, using data from the Statistics Canada Workplace and Employee Survey, suggest that employee participation in informal HPWPs is associated with enhanced job satisfaction and workplace profitability in a similar way as employee participation in formal HPWPs is associated with these outcomes.

Original languageEnglish
Pages (from-to)501-534
Number of pages34
JournalIndustrial Relations
Volume53
Issue number3
DOIs
Publication statusPublished - 2014 Jul
Externally publishedYes

ASJC Scopus subject areas

  • Industrial relations
  • Strategy and Management
  • Organizational Behavior and Human Resource Management
  • Management of Technology and Innovation

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