List of Figures and Tables Acknowledgements List of Abbreviations 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 PARTICIPATION: VOICES FROM THE FLOOR Direct Worker Participation Direct Worker Participation (1): The Joint Consultative Committee Direct Worker Participation (2): 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 References

ANDY DANFORD is Reader in Employment Relations at the University of the West of England, UK. He has published widely in the areas of trade union renewal and critical studies of lean production in the aerospace and automotive sectors. He is the author of Japanese Management Techniques and British Workers and co-author of New Unions, New Workplaces. MIKE RICHARDSON is a Senior Researcher in Industrial Relations at the University of the West of England, UK. His research interests include labour history. Recent published articles include Leadership and Mobilization: SOGAT i