Creating
High Performance Work Systems
Introduction
A
high-performance work system (HPWS) can be defined as a specific combination of
HR practices, work structures and processes that maximizes employee knowledge,
skills, commitment and flexibility.
The
notion of HPWS was originated in the United States around 1970’s and 1980’s.
With the rise of Japanese ‘Lean-Production’ systems, US firms found that their
HRM systems did not fit with their competitive context. Therefore, US firms
adopted this concept in order to gain competitive advantage over the industry.
The pioneer of developing this concept is David Nadler to capture an
organization’s ‘architecture’ that integrates technical and social aspects of
work (Dayarathna, 2012).
Figure
1.1: Developing high-performance work system
Source:
(Snell, et al, 2010)
The
importance given to other resources such as Machine, Materials, Methods, Money,
and Market etc. was not equally reciprocated towards MAN. People were
controlled more by the McGregor’s X Theory then the Y Theory (of belief).
Pyramidal structures of control which any Organogram follows count the manning
ratio but misses many attributes of TASK matrix and SKILL matrix (Umachandran,
2006).
Figure
1.2: McGregor’s X and Y Theories
Source:
(iedunote.com)
Elements
of a High-performance work system
Organization
Goals
Ø Information
systems
Ø Reward
systems
Ø Organizational
structure
Ø Task
design
Ø People
(Selection, training and development)
Performance
(Boxall, 2012)
According
to many research done over the past few decades, it should be noted that the
concept of HPWS cannot be achieved or implemented without the support of other
managerial functions.
Outcomes
of High-performance work systems
High
performance work systems are not only for mass scale organizations but can be practiced
in small and medium sized organizations as well. The principles, philosophies
techniques that is in the HPWS are equally suitable for the management of
enterprises of all sizes.
Progressive
organizations of all sizes have successfully implemented team-based work
systems, implemented staffing practices that select high quality employees.
References
Bohlander, G. W. & Snell, S.,
2010. Managing Human Resources. 1 ed. s.l.:Cengage Learning.
Boxall
P. (2012) Asia Pacific Journal of Human Resources. Asia Pacific Journal of
Human Resources. 50. p.169–186.
Dayarathna,
D. (2012) High performance work systems for high performance companies. Sunday
Times. [Online] 24th June. Available from: http://www.sundaytimes.lk.
[Accessed: 29th May 2020].
Umachandran,
K., 2006. AUTONOMUS WORK TEAMS ON A HIGH-PERFORMANCE MODE. Journal of education
Naresuan University, 26(3).
Agree with your views.High Performance Work System (HPWS) can affect the organization’s performance, such as reduce the employee turnover, increase productivity and improve the financial performance by providing opportunities to innovations, improve skills and contribute to the organization’s achievements (Lee, Lee and Sohn 2017).
ReplyDeleteThis comment has been removed by a blog administrator.
DeleteThank you for your comment. In creating a high performance work system in an organization, quality circles are very significant and help to learn the organization. It will help the employees to suggest their ideas to improve the quality of what they do rather than doing everyday tasks in a manufacturing environment (Ashton & Sung, 2002).
DeleteAgree with your view. HPWS plays a vital role in organizations to achieve higher performance, effectiveness and long-term survival in the globalized and competitive markets (Do et al., 2015). Al-Ajlouni (2020) described that there is a close relationship between HPWS and employee engagement which enables organizations to craft employee creativity and drive employees to moderate levels of innovation to succeed in organizational continuity.
ReplyDeleteThank you for your comment Teshan. workers in an HPWS experieince greater autonomy over their job tasks and methods of work and have higher levels of comunication about work matters with other workers, managers and experts (Appelbaum, 2000).
DeleteAgree with your views Priyanka. HPWS creates an organizational innovative atmosphere through guiding and controlling the attitudes and behaviors of employees, consequently enhancing the level of organizational commitment and therefore improving innovation levels (Gittell et al., 2009; Herrmann and Felfe, 2014).
ReplyDeleteThank you for your comment Manuja. One way of enhancing perceived organisational support is to implement HPWS. In addition, organisations need to encourage devolved management in order to inspire more creative behaviours (snell, 2010).
DeleteAgreed with your consents, regardless of the business, organizations’ main objective is maximizing profit, in order to increase profit, organization should have proper systems and culture, high performance work system is one of that and this enable employee involvement, high quality production, consistence, innovation and customer satisfaction (Cam Caldwell, 2014).
ReplyDeleteThanks for the comment. When trying to inspire employee creativity, organisations need to pay attention to employees’ perception of organisational support. However, comparatively few studies have investigated the influence of HPWS on employee creativity (Chiang et al., 2015).
DeleteInteresting topic Priyanka. High performance work system (HPWS) plays the important role within the organization. It affected to the employees creativity, performance, Skills, commitment and their involvement. In other way employee’s retention ratio and productivity ratios would be high within this process. It directly combined with the work place structure and work process and also employee’s engagement level (Zang et al, 2018).
ReplyDeleteThanks CHarith. This is in spite of the fact that employee creativity contributes substantially to organisational innovation and competitive advantage (Amabile, 1988). This is an important research gap considering that sustainable organisational performance is hinged on organisational innovativeness and a highly skilled and committed workforce (e.g. Ehnert et al., 2016
DeleteExactly Priyanka. According to Messersmith et al (2011) employees should have better skills, more motivation, and more opportunities to do their best when these HPWS practices are aligned and working in harmony.
ReplyDeleteThanks Loshitha. Another development in the field of HPWS-performance research is the focus on how and why HPWS influences employee attitudes and behaviour, rather than simply documenting this direct relationship (e.g. Messersmith et al., 2011
DeleteCorrect Priyanka. Employee productivity is the most significant interest nowadays, and it is affected by the working environment in many ways (Mwendwa, McAuliffe, Uduma, Masanja, & Mollel, 2017). It can play a positive or negative role depending on prevailing physical conditions in the working environment.
ReplyDeleteThanks Dilusha. According to social-exchange theory, human resource management (HRM) practices that are perceived by employees to demonstrate organisations’ commitment to staff will be reciprocated with positive attitudes and behaviour (Whitener, 2001; Zacharatos et al., 2005
Delete