The authors, Lilian M. de Menezes of Cass Business School, and Stephen Wood
of the Institute of Work Psychology at the University of Sheffield, set out to
examine the link between various work practices and organisational and worker
performance. In doing so, they use the term "high involvement management" to
avoid a preconception of a link with performance, and because a common element
of high performance work practices appears to be providing employees with
increased opportunities for involvement in decision-making and innovation.