In this paper we outline four high workplace performance models, two of which have high-road or enabling characteristics. These are the strategic human resource management and organizational trust models, respectively. The second two models – the labour process and numerical flexibility models – motivate workers to raise productivity through the use of the stick (coercion) rather than the carrot. Based on a representative survey of Australian workers, we compare these models in terms of their capacity to explain relative workplace productivity. We find that all four models have some explanatory power. However, contrary to expectations, the low-road numerical flexibility model provides the best fit with the data. We interpret this finding by reference to recent evidence of workforce trends indicating the attraction and ability of employers to pursue this pathway toward higher productivity. We conclude with some suggestions for future research that would assist in developing this line of enquiry.