In today’s highly competitive world, the success of an organization is directly dependent upon certain factors. Therefore, not only the physical resources and technological insights steer the changes necessary to enhance the work performance, the people and their distinguished skills and contribution towards the organization make a stark difference. In this regard, the concept of the high performance working plays an instrumental role by virtue of utilizing a combination of the human resource (HR) practices, corresponding work structures and procedures that cater to the need of enhancing the knowledge of the employees recruited in the organization in addition to improvement and honing of their skills. Thus, the concept of high performance working (HPW) may be attributed to the high throughput work endeavors which comprise of novel methods of organizing work, arranging for reward oriented performance alongside including the employees as part of the decision making process. The ultimate motto behind the operation of HPW culminates in the attainment of superior organizational performance and improved output by virtue of a suitable system of work practices (Antonioli, Mancinelli and Mazzanti 2013). The underlying concepts that remain explicitly embedded in the functioning of the HPW include three chief characteristics such as that of performance, work practices and systemic effects. The composition of HPW consists of amalgamation of some vital interrelated elements that serve to complement one another thereby aiding in achieving the preset goals and objectives of the concerned organization. The chief components of the HPW help to perform the organizational operation through to act in synergy with other related factors (Jeston and Nelis 2014). However, the effectiveness of HPW relies upon both external as well as internal fit. In order to ensure that the internal governing factors add to the efficiency of the HPW, support and complementation of the individual components must be there. Furthermore, the leadership must work in coalition with human resource practices. Two fundamental mechanisms involving the human capital and their skills alongside motivation and commitment are crucial factors that influence the performance outcomes. Hence, it is considered as a crucial organizational practice to evaluate the commitment and level of satisfaction of its employees to assess and identify the reasons for unsatisfactory performance and dissatisfaction (Patel, Messersmith and Lepak 2013). The heightened opportunities for employees to take part in the decision making process is a vital determinant of the organizational performance and hence forms an integral component of HPW. Moreover, training is also an important component whereby the employees are presented with scope of learning certain desirable skills for performing their jobs more effectively thereby paving ways of assuming greater responsibilities within the organizational framework. Thus, facilitation of implementation and operation of HPW is done through high involvement and commitment of the employees alongside training. However, besides these, the incentive or reward giving component of HPW is equally important for linking pay with performance. The method of incentivizing an employee by focusing on outcomes that are beneficial for both them as well as the organization ensure the smooth functioning of the organization (Kehoe and Wright 2013). Special employee benefits aid in maximizing the organizational operation through fulfillment of their expectations and motivating them to contribute further to the organization. Improvement carried out with respect to skills knowledge and abilities of the workforce of the company, the HR practices must be achieved effectively by employing suitable approaches such as that of pre-hiring careful selection and post-hiring training. Setting aside these components, the technological knowhow and artifacts must also be considered carefully as a component of the organizational development exercise. Technology opens up windows and creates platforms for communicating and sharing knowledge and information important to business performance (Chang 2016). Thus, the condition of HPW must be considered in a careful and prudent manner with utmost pragmatism in an organizational context.
The various measures adopted in course of the high performance working (HPW) practices account for optimizing the available resources to leverage sustainability in the organizational sector in addition to fostering of financial independence. In order to attain the projected objectives, both human as well as intellectual capitals have been suggested to be adequate invested offering the scope of streamlining the competitive advantage. As per the proposition of the International Labor Organization, HPW refers to the attainment of high levels of performance, customer satisfaction as well as profitability by virtue of development of employee skills in addition to their enthusiastic participation for executing their roles and subsequently contributing towards organizational success (Martins et al. 2011). HPW has been found to be a resultant effect involving several factors that are intricately associated encompassing internal and external stakeholders. A continuous and dynamic process falls under the HPW where knowledge acquisition and sharing is done by means of harnessing the social and problem solving skills for managing production and empowering the workforce. Further, the organizational culture and values are important in steering the necessary changes that might be indicative of enhanced productivity and improved performance in the workplace. (Sprangel, Stavros and Cole 2011) The simultaneous interaction of the employees at the personal and organizational level for accounting sustained growth in organizational and personal performance. Nurturing of learning environments is fostered through exchange of views and sharing of knowledge among the employees working under the umbrella of same organization. The values that are unique to the organizations often exerts discernible influence to foster sustainability of organizational performance and facilitating HPW. These values may include virtues like that of possessing respect for others, encouragement given to autonomy, team work, creativity, enthusiasm, individual commitment, collaboration, social commitment, tolerance and solidarity. Thus, the implementation of the value based system for suggesting the creation of a new organizational culture calls for prudent and sensitive utilization of economic agents to harbor the projected outcomes related to an amalgamation of high performance coupled with high profitability. Further, the association between HPW and employee wellbeing has generated quite a buzz thereby leading to debates for understanding the potential benefits or hazards borne out of following such methods (Keeble-Ramsay and Armitage 2009). Engagement of workforce has been identified as a crucial mean of gaining competitive advantage in case of rendering long term sustainability through strategic approach of HPW. Management level initiatives are solicited in this ground to ensure the wellbeing of the employees and spirituality has been found to contribute towards increased productivity. Thus, conditions that is favorable for the growth of the employees by facilitation of their wellbeing through adoption of novel strategies will help to inculcate competitive advantage for the organization thereby paving the way for HPW. Effective utilization of HR practices comprising of socialization, training and performance engagement holds the potential of improving employee participation thereby allowing the organization to gain competitive advantage through harboring positive outcomes.
The barriers that have been found to cause hindrances to HPW are multiple. The diffusion of the HPW practices is not rampant and the possible reasons may be attributed to incompatibility with low cost strategy, dearth of resources. Further, informal approach in implementation along with obstacles from senior managements poses hindrances in case of HPW. Poor performance management pertaining to lack of clarity in comprehending the organizational workforce and work pattern serve as a major barrier. Lack of evaluation in distinguishing good and bad performances causes impediment towards HPW (Cummings and Worley 2014). Delay in confronting situations and taking prompt actions for poor performers who do not conform to the organizational values offer obstacles to HPW as well. The roles and responsibilities shared by the middle managers are crucial to the progression of the organization. The employees must be receptive to changes and in case they express angst or reluctance attitude towards acceptance of change that might have future implications, act as barriers to achieving HPW. In case, they are not competent enough to convey and communicate the messages from the top management level to the ones situated in the lower strata of the society might also thwart the HPW. Inadequate support and lack of understanding or insufficiency in sharing the same vision congruent with the ones the senior management strive to achieve also offer obstacles. Furthermore, isolation of the HR rather than integration to the business appear as barriers to HPW (Dane and Brummel 2014). In situations where HR do not act or deliver in conformity with the business needs or requirements, the attainment of HPW may receive a major setback. Furthermore, paucity of trust among the teammates or working professionals who work in same organization also threatens HPW. Pertaining to this matter, the degree of cooperation received from the trade unions holding the responsibility of safeguarding the rights of the employees recruited in an organization are of particular significance. Resistance offered by the trade unions creates major impediments in the functioning of HPW. Poor leadership quality might also threaten the functioning of HPW (Pulakos et al. 2015). Thus, it is imperative to cater to identify these barriers and adopt suitable human resource management policies for effective mitigating of the issues and reach onto a proper resolution.
Promotion of challenges, building of future workforce capacity or recognizing and rewarding talent is some of the vital functions undertaken by the performance management. Matters pertinent to attainment of positive results for both financial as well as non-financial outcomes of an organization corroborates with the direct responsibility of the performance management. In order to attain these outcomes, abidance by certain key principles is necessary. Equity is maintained in applying the proposed and shared decisions for all staff. Fairness is encouraged in terms of translating corporate goals to department, team, individual and divisional objectives by means of further clarification (Rosemann and vom Brocke 2015). Consistency must be achieved via continuous evolution of the procedural approaches meant for improving the performance. Instead of relying on control or coercion, consensus and co-operation is emphasized upon to attain the projected objectives. A shared understanding for attaining the objectives by means of catering to the priorities and the manner in which the goals will be achieved is desirable in this regard as part of effective performance management. Continuous feedback and two way communication among the seniors and subordinates are desirable to foster a good work environment. Merit is considered as the yardstick for evaluating the performance solely on jointly agreed goals and not necessarily associating performance to financial reward (Armstrong and Taylor 2014). Thus, performance management help in resolving issues in a free and fair fashion that is conducive to the organizational functioning.
References
Antonioli, D., Mancinelli, S. and Mazzanti, M., 2013. Is environmental innovation embedded within high-performance organisational changes? The role of human resource management and complementarity in green business strategies. Research Policy, 42(4), pp.975-988.
Armstrong, M. and Taylor, S., 2014. Armstrong’s handbook of human resource management practice. Kogan Page Publishers.
Chang, J.F., 2016. Business process management systems: strategy and implementation. CRC Press.
Cummings, T.G. and Worley, C.G., 2014. Organization development and change. Cengage learning.
Dane, E. and Brummel, B.J., 2014. Examining workplace mindfulness and its relations to job performance and turnover intention. Human Relations, 67(1), pp.105-128.
Jeston, J. and Nelis, J., 2014. Business process management. Routledge.
Keeble-Ramsay, D. and Armitage, A., 2009. High Performance Working and Wellbeing: Sustainability of Human Resources. The International Journal of Environmental, Cultural and Economic and Social Sustainability, 5(6), pp.149-160.
Kehoe, R.R. and Wright, P.M., 2013. The impact of high-performance human resource practices on employees’ attitudes and behaviors. Journal of management, 39(2), pp.366-391.
Martins, A., Martins, I., Pereira, O.P. and Brown, K., 2011, November. High Performance Working Practices: The New Framework for Nurturing Sustainability?. In 1st World Sustain. Forum (Vol. 1). MDPI.
Patel, P.C., Messersmith, J.G. and Lepak, D.P., 2013. Walking the tightrope: An assessment of the relationship between high-performance work systems and organizational ambidexterity. Academy of Management Journal, 56(5), pp.1420-1442.
Pulakos, E.D., Hanson, R.M., Arad, S. and Moye, N., 2015. Performance management can be fixed: An on-the-job experiential learning approach for complex behavior change. Industrial and Organizational Psychology, 8(01), pp.51-76.
Rosemann, M. and vom Brocke, J., 2015. The six core elements of business process management. In Handbook on business process management 1 (pp. 105-122). Springer Berlin Heidelberg.
Sprangel, J., Stavros, J. and Cole, M., 2011. Creating sustainable relationships using the strengths, opportunities, aspirations and results framework, trust, and environmentalism: a research?based case study. International Journal of Training and Development, 15(1), pp.39-57.
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