HRM in support of the learning factory: evidence from the US and UK automotive components industries

This paper investigates HRM practices in eighteen automotive component plants in the US and UK and is based on data obtained from interviews and a questionnaire survey of the plants. HR practices are reviewed and consideration is given to whether the firms in the study display evidence of a 'human capital' approach. This is important given that there is growing evidence to suggest that high-performance workplaces depend on 'high skill' strategies that make better use of, and continuously develop, human capital. In particular, we consider practice in areas of recruitment, reward systems, training and development. In addition, we briefly review the relationship between HR practices and the continuous improvement activities that have increasingly come to be associated with manufacturing 'best practice' under the learning factory model.