High‐Performance Workplaces, Training, and the Distribution of Skills

Using a data set based on a nationally representative sample of British establishments, the analysis suggests that those exhibiting high‐performance work practices have higher levels of training and those with a comprehensive set of these (or bundle) exhibit much higher levels than those which do not. This mainly reflects a greater intensity rather than a greater breadth of training. There is little evidence that the presence of these practices at a workplacepromotes a polarization of skills.