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High involvement management and human resource line sustainability

Paul J. Gollan (Associate Fellow in the Department of Industrial Relations and Visiting Research Associate at the London School of Economics and a Fellow of the Labor‐Management Studies Foundation, Division of Economic and Financial Studies, Macquarie University. He can be reached at P.J.Gollan@lse.ac.uk)

Handbook of Business Strategy

ISSN: 1077-5730

Article publication date: 1 January 2006

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Abstract

Purpose

This article will outline a number of issues for organizations to consider when pursuing sustainable high performance workplace outcomes through high involvement management (HIM) initiatives and identifies those outcomes, which reinforce corporate profitability and corporate survival, and those that satisfy employee aspirations and needs in the workplace.

Design/methodology/approach

A model is presented that highlights the major factors, influences and outcomes of human resource sustainability in organizations. The paper then advocates an integrated model of the HIM process, emphasising the influence of organizational culture and the impact of the external environment based on human resources capabilities and sustainable organizational outcomes.

Findings

Overall, what can be drawn from the research is that high quality communication and consultation between management and employees at the workplace is essential in achieving HIM and improved organizational performance and sustainable outcomes for organizations and employees.

Research limitations/implications

Importantly, the current evidence suggests that there are a number of necessary conditions when implementing HIM processes and approach: the research suggests management should inform, train and equip shopfloor employees to make decisions at their workplace and share ownership in the process.

Practical implications

The practical implications are that managers need to reassess the role and level of the HR function, specifically its role in persuading organizations to adopt practices that support a sustainable approach.

Originality/value

Only by acknowledging the importance of employee satisfaction and commitment through the development of integrated employee consultation, organizational change, work and life policies, workplace institutions and comprehensive career development programs, will the organization achieve greater efficiency, and productivity.

Keywords

Citation

Gollan, P.J. (2006), "High involvement management and human resource line sustainability", Handbook of Business Strategy, Vol. 7 No. 1, pp. 279-286. https://doi.org/10.1108/10775730610618945

Publisher

:

Emerald Group Publishing Limited

Copyright © 2006, Emerald Group Publishing Limited

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