The reality of flexible work systems in Britain

被引:43
作者
de Menezes, LM
Wood, S
机构
[1] City Univ London, Cass Business Sch, London EC2Y 8TZ, England
[2] Univ Sheffield, Inst Work Psychol, Sheffield S10 2TN, S Yorkshire, England
[3] Univ Sheffield, ESRC, Ctr Org & Innovat, Sheffield S10 2TN, S Yorkshire, England
基金
英国经济与社会研究理事会;
关键词
flexible work systems; human resource management; high involvement management; total quality management; latent variable analysis; cluster analysis;
D O I
10.1080/09585190500366599
中图分类号
C93 [管理学];
学科分类号
12 ; 1201 ; 1202 ; 120202 ;
摘要
Recent literature on human resource systems is predominantly focused on their links with performance. In contrast, this study steps back from this vogue and addresses the conceptualization and measurement of human resource systems and examines the nature of the collective use of human resource practices in Britain. Drawing on Bailey's (1993) three dimensions of 'high performance work systems', this paper uses data from Britain's Workplace Employee Relations Survey of 1998 on a full range of human resource practices to examine whether a managerial orientation underlies the triad, and any association that may exist between them and total quality management (TQM). Managerial orientations are unveiled via latent variable analyses and similarities in the adoption of human resource practices are addressed via cluster analyses. The results suggest the presence of managerial orientations that are centred on high involvement and are either integrated or associated with TQM. Although clusters suggest some similarity in the use of Bailey's motivational practices, this reflects neither managerial orientations nor high involvement management.
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页码:106 / 138
页数:33
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