HIGH PERFORMANCE WORK SYSTEMS

by

Silent features

GROUP MEMBERS: Kapil krishna Sudhansu Sekhar Divya Chinthala Mousumi Biruntha

Introduction 2. Fundamental principles .Contents: 1.

leading to flexibility. commitment and flexibility.Introduction Definition:  A specific combination of HR practices. . improvement and skill sharing. innovation. skill. work structures and processes that maximizes employee knowledge. or ‡ The basic aim of high performance systems is to enable employees to exercise decision making.

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 .

Linkages To strategy SYSTEM DESIGN Work flow HRM practices Support technologty principles Of high involvement The Implementation process OUTCOMES Organisational 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 .

in the process. increase collaboration and teamwork .Egalitarianism ‡ More-egalitarian work environments eliminates status and power differences and.

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 HIGH-PERFORMANCE WORK SYSTEMS Employee concerns EXTERNAL FIT .

Ensuring internal fit ‡ It occurs when all the interna elements of the work system compliment and reinforce one another .

high performance work systems must support the organizations goals and strategies .Establishing external fit ‡ To achieve external fit.

The HR scorecard ‡ Helps managers evaluate the link between strategic goals and operational activities .

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