Partnership and the High Performance Workplace : A Study of Work and Employment Relations in the Aerospace Industry Book

PART 1: MODERNIZATION AND WORKPLACE RELATIONS
• The High Performance Workplace
• From Japanization to Learn to HPWS
• Partnership at Work
• Research Design
• PART 2: THE LEGACY OF TRADE UNION POWER
• The 1957 Engineering Dispute
• Piecework to Measured Day Work
• Other Patterns of Conflict in the 1970s
• The Thatcher Years
• Industrial Democracy
• PART 3: ORGANIZATIONAL RESTRUCTURING AND THE NEW INSECURITY
• Organizational Restructuring in the Aerospace Sector
• High Performance Management and Organizational Change
• The New Insecurity: Worker Attitudes to High Performance Management
• Conclusion
• PART 4: HIGH PERFORMANCE WORK SYSTEMS AND THE PRODUCTION WORKER
• High Performance Work Organization on the Shop-Floor
• The Quality of Working Life on the Shop-Floor
• Labour Control and Resistance
• Conclusion
• PART 5: HIGH PERFORMANCE WORK SYSTEMS AND THE TECHNICAL WORKER
• High Performance Work Organization and Social Relations in Technical Work
• The Quality of Working Life in the Technical Office
• Technical Labour, Collectivism and Resistance
• Conclusion
• PART 6: WORKPLACE PARTNERSHIP: MANAGEMENT AND UNION STRATEGY
• The Business Case for Partnership
• Partnership and Union Strategy
• Partnership and Union Strategy: The Case of Airframes
• Partnership and Union Strategy: The Case of JetCo
• Conclusion
• PART 7: PARTNERSHIP AND WORKER PARTCICIPATION: VOICES FROM THE FLOOR
• Direct Worker Participation
• Direct Worker Participation: The Joint Consultative Committee
• Direct Worker Participation: Union Representation and Partnership
• Conclusion
• PART 8: TRAINING AND DEVELOPMENT FOR HIGH PERFORMANCE: SUPPORTING PARTNERSHIP OR ELITES?
• Skills Training
• Employee Appraisals and Control
• Gender, Contract and Employee Development
• Conclusion
• PART 9: WORKPLACE PARTNERSHIP: A QUESTION OF INTERESTS
• The Reality of Partnership: Conditions for Mutuality or Discord?
• Conclusion