Do high performance work practices work in South Korea?

The distribution of so-called high performance work practices (HPWPs) in South Korean manufacturing is mapped showing their relative scarcity. Contextual and institutional factors associated with the 1997-98 financial crisis are advanced to explain these findings. Nevertheless, anticipating that HPWPs are likely to improve performance, we tested several hypotheses. Employment security, teams, training, job enrichment and information sharing have a positive effect on performance; however there is no evidence of synergy. Most HPWP practices are partially mediated by worker attachment to their workplace. Government workplace reform policy, firms' business and labour utilisation strategy, and the presence of professional management contribute to performance.