The reality of flexible work systems in Britain.

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. [ABSTRACT FROM AUTHOR]