Employment Practices and Business Strategy
Oxford University Press, Sep 2, 1999 - Business & Economics - 240 pages
This book explores the reasons for persistent differences in work practices both within and between industries. The authors found that the strategy that a firm chooses to follow often determines the kind of work practices it fosters. Therefore a firm may not adopt the approach now advocated by many management thinkers--in which decision-making is pushed down to the lowest level of the firm--because this choice may not be consistent with its competitive strategy. The authors discuss the ways that public policy can aid workers without subverting the strategic choices made by firms.
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adoption apan apanese apparel industry areas assembly plants AT&T auto automation average bargaining Bell Atlantic Bell companies Bell System benefits branch bundle system business strategy Canadian auto workers Cluster compensation competitive customer service downsizing duction economic effrey employee involvement employment practices example firms flexible floor groups high-involvement practices high-involvement work practices HR practices HR system human resource Ichniowski implementation improve incentives increase investment job rotation Kochan labor costs levels Low-Cost MacDuffie manufacturing ment merger mills minimill nonunion Nucor number of styles NYNEX operations organization organizational innovations Osterman percentage performance prac product market programs quality circles Quick Response RBOCs reduce reengineering relationship retail banking sample sector segment significant skills steel supervisors survey Table teams telephone tellers tices tion top craft transplants typically U.S. plants U.S. steel union United variables variation wages workplace