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Relations industrielles
Industrial Relations

The Effects of High Performance Work Practices on Job

Satisfaction in the United States Steel Industry
Peter Berg

Relations industrielles et nouveaux systèmes productifs Article abstract

Industrial Relations in the New Workplace A unique data set is used to examine how different practices associated with
Volume 54, Number 1, 1999 high performance work Systems in the steel industry affect the job satisfaction
of workers. While the effect of these practices on organizational performance
URI: https://id.erudit.org/iderudit/051222ar is widely studied, few have examined their effects on workers. The analysis in
DOI: https://doi.org/10.7202/051222ar this paper is based on data from a sample of 1,355 hourly workers in the U.S.
steel industry across 13 plants. The results indicate that the effect of high
performance work practices on job satisfaction dépends primarily on how
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work roles and job duties are defined, on good employee-management
relations and on practices that help balance work and family responsibilities.
These results show that those who are able to use their skills and knowledge on
Publisher(s) the job, those who report positive employée-management relations, and those
who believe the company helps them balance work and family responsibilities
Département des relations industrielles de l'Université Laval
have relatively high probabilities of being very satisfied with their jobs.

ISSN
0034-379X (print)
1703-8138 (digital)

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Cite this article

Berg, P. (1999). The Effects of High Performance Work Practices on Job
Satisfaction in the United States Steel Industry. Relations industrielles /
Industrial Relations, 54 (1), 111–135. https://doi.org/10.7202/051222ar

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