Employee experiences of high-performance work systems: An analysis of sectoral, occupational, organisational and employee variables

Abstract

An overall assessment of work quality in New Zealand has rarely been attempted. This paper explores the extent to which a sample of 1004 New Zealand employees experience a range of organisational processes and managerial practices associated with 'high performance work systems' (HPWSs). Particular attention is given to occupational and sectoral differences but the study also includes organisational and participant controls. The big picture is that New Zealand workers - across both sectors and occupations - perceive themselves as relatively empowered. On the other hand, there are some interesting differences in workplace experiences. Private-sector workers perceive themselves as having better chances of internal promotion than those in the public sector, and professionals, technicians, and associate professionals in the private sector feel much better informed than their public sector counterparts. Employees in larger firms see themselves as having a better internal labour market but they do not, in any other respect, see themselves as experiencing more HPWS processes than those in small firms. Older workers and those with longer tenure experience greater autonomy at work and the better paid feel both better informed and better rewarded. Those in unionised firms perceive better opportunities for training and development but do not otherwise experience higher levels of the HPWS variables we measure. The key implication for the productivity debate is that while empowerment levels are healthy in New Zealand, organisational performance and employee commitment would likely be higher if the links between empowerment, training, rewards and communications were stronger.