ABSTRACT
Implementation of high performance work practices remains sluggish. Perhaps the very difficulty of installing these practices together with barriers that narrow the field of vision are to blame. Some years ago, the British Land Rover Company, a leading manufacturer of four-wheel-drive vehicles, found itself mired in a notorious reputation for poor quality and productivity. Then it underwent a fundamental transformation. So complete was the turnaround that it became certified as an “Investors in People—U.K.” designee. This national standard recognizes organiza-tions that place the involvement and development of people at the heart of their business strategy.
