HIGH PERFORMANCE WORK SYSTEMS

by

Silent features

GROUP MEMBERS:Kapil krishnaSudhansu SekharDivyaChinthalaMousumiBiruntha

Contents:

1. Introduction2. Fundamental principles

IntroductionDefinition: A specific combination of HR practices, work structures and processes that

maximizes employee knowledge, skill, commitment and flexibility. or• The basic aim of high performance systems is to enable employees to exercise

decision making, leading to flexibility, innovation, improvement and skill sharing.

The organisations face a number of important competitive challenges such as adopting to:

Global business Embracing technology Managing change Responding to customers Developing intellectual capital Containing costs

Some very important employee concerns that must be addressed, such as:

• Managing a diverse work force

• Recognizing employee rights

• Adjusting to new work attitudes

• Balancing work and family demands

Best organisations go beyond simply balancing these sometimes competing demands.they create work environment that blend to employees to:

• Contribute to their needs

• Meet the short-term and long-term goals of the organisation

LinkagesTo

strategy

principles Of high

involvement

SYSTEM DESIGNWork flowHRM practicesSupport technologty

TheImplementation

process

Developing high-performance work systems

OUTCOMESOrganisational

employee

Fundamental principles

there are four simple but powerful principles:

• Shared information

• Knowledge development

• Performance-reward linkage

• Egalitarianism

Shared information

• It represents a fundamental shift in the relationship between employee and employer

Knowledge development

• shift from touch labor to knowledge work

Performance-reward linkage

• Connecting rewards to organizational performance also ensures fairness and tends to focus on the organization

Egalitarianism

• More-egalitarian work environments eliminates status and power differences and, in the process, increase collaboration and teamwork

Anatomy of HPWS

• WORK-FLOW DESIGN AND TEAMWORK

• HR PRACTICES

• MANAGEMENT PROCESS AND LEADERSHIP

• SUPPORTIVE INFORMATION TECHNOLOGIES

WORK-FLOW DESIGN AND TEAMWORK

• Total quality management

• reengineering

HR PRACTICES

• Staffing practices

• Training and development

• compensation

MANAGEMENT PROCESS AND LEADERSHIP

• Depends on changing the roles of managers and the leaders

• Share responsibility for decision making with employees

SUPPORTIVE INFORMATION TECHNOLOGIES

• Communication and information technologies

• Technologies of various kinds create an infrastructure for communicating and sharing information vital to business performance

FITTING ALL TOGETHER

• ENSURING INTERNAL FIT

• ESTABLISHING EXTERNAL FIT

• ASSESSING STRATEGIC ALIGNMENT: THE HR SCORECARD

Achieving strategic fit

Company values

Com

pititi

ve

chal

leng

esEmployeeconcerns

HIGH-PERFORMANCEWORK SYSTEMS

EXTERNAL FIT

Ensuring internal fit

• It occurs when all the interna elements of the work system compliment and reinforce one another

Establishing external fit

• To achieve external fit, high performance work systems must support the organizations goals and strategies

The HR scorecard

• Helps managers evaluate the link between strategic goals and operational activities

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