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How Common is Workplace Transformation and Who Adopts it?

Paul Osterman
ILR Review
Vol. 47, No. 2 (Jan., 1994), pp. 173-188
Published by: Sage Publications, Inc.
DOI: 10.2307/2524415
Stable URL: http://www.jstor.org/stable/2524415
Page Count: 16
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How Common is Workplace Transformation and Who Adopts it?
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Abstract

The author, using data on 694 U.S. manufacturing establishments from a 1992 survey, examines the incidence of innovative work practices (teams, job rotation, quality circles, and Total Quality Management) and investigates what variables, including human resource practices, are associated with the adoption of these practices. He finds that about 35% of private sector establishments with 50 or more employees made substantial use of flexible work organization in 1992. Some factors associated with an establishment's adoption of these practices are being in an internationally competitive product market, having a technology that requires high levels of skill, following a "high road" strategy that emphasizes variety, service, and quality rather than low cost, and using such human resource practices as high levels of training and innovative pay systems.

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