High-involvement management and workforce reduction: Competitive advantage or disadvantage?
Authors: Christopher D. Zatzick and Roderick D. Iverson
Although interest in the workplace trends of downsizing and high-involvement work practices continues to grow, research examining the intersection between them has been limited. In this study, we examine (1) how layoffs moderate the relationship between high-involvement work practices and productivity, and (2) how continued investments in these work practices throughout layoff periods maintain workforce productivity. Findings indicate a negative relationship between high-involvement work practices and productivity in workplaces with higher layoff rates. However, workplaces that continue investments in high-involvement work practices are able to avoid productivity losses, as compared to workplaces that discontinue such investments.
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|Author||Christopher D. Zatzick and Roderick D. Iverson|
|Title||High-involvement management and workforce reduction: Competitive advantage or disadvantage?|
|Journal Name||The Academy of Management Journal|
- Christopher D. Zatzick
- Christopher D. Zatzick and Roderick D. Iverson
- High-involvement management and workforce reduction: Competitive advantage or disadvantage?
- The Academy of Management Journal
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