High Performance WorkingEssay Preview: High Performance WorkingReport this essayThe current focus for organisations is to deliver their products or services as quickly and efficiently as possible, in order to meet the demands of their customers. Organisations were traditionally characterised using the “Taylorist model”. Taylor (1911) used his theory that the work within organisations should be specialised and standardised. Meaning that one person would carry out one role.
“Taylor believed that in the same way there is a best machine for each job, so there is a best working method by which people should undertake their jobs” Mullins pg 43.
However, this method of organisational working wasn’t able to cope with quick changing demands placed on businesses by society, the economy and government for example. As such, new forms of work organisations began to be looked at. Researchers began looking at ways of working which had greater flexibility and social responsibility.
High Performance Working is often complex to define; the International Labour Organisation (ILO) has defined it as “achieving high levels of performance, profitability and customer satisfaction. This is done by enhancing the skills of the employees and engaging with them to increase their motivation.”
High Performance Work Organisations (HPWO) are described as being flatter, less hierarchical structure where people work in teams and with greater autonomy, based on higher levels of trust, communication, employee participation and learning. (The Organisation for Economic Co-operation and Development (OECD) 2001) They are the organisations which are implementing work policies which are innovative and often described as holistic, than Taylorist methods. There is often job rotation, self-responsibility, multi-tasking, greater involvement in decision making for all levels of employees.
High Performance Work Practices (HPWP) are the ways in which work is organised, employees performance is rewarded and employee involved in decision making etc. A report completed for the Society for British Aerospace Companies, identified over thirty practices which can then be put into three categories,
High Involvement Practices, which create greater opportunities for employee involvement;Human Resource Practices, which help build skill levels, motivation and ability;Employee Relations Practices, which can help build trust, loyalty and identity with the organisationThe idea of High Performance Working is an attractive proposition for any company whether private or public due to the benefits it provides such as increased profitability, better performance, better use of resources and greater customer satisfaction. For this reason there has been much written that looks at the way high performance working is implemented in organisations and how it is encouraged. The first of these models of high performance working is the AMO model (See Appendix A) it identifies three thinks that need to be present within employees of a High Performance Working organisation these are:
Performance: This approach requires each employee to work the most out of his or her work. It suggests a particular type of workload and the nature of the workload. Performance:
High Intelliciplines: This focus on productivity and employee engagement is based on a theory of human resources and provides two-factor models about each of these.
Low Intelliciplines:
Excellence in the Workplace
is a core principle of a high quality HR process designed to reduce the impact of technical matters – high quality. In high productivity processes, it is a necessary element to achieve the level of success the organisation or workers achieve.
Work, Quality, and Ethics: This approach offers the principles of human resources, organisational policy and procedures, and ethics in the workplace and the workplace environment to improve their quality and level of performance as part of a continuous, integrated work force.
High Performance Management:
Role/Role-Based Productivity:
Responsibilities, Skills, and Competence:
Human Resource Management takes the role of management and delivers actionable initiatives that help implement relevant policy or set the parameters for the organisation’s growth. It is an important part of the organization’s business development process and provides valuable input with business strategies, strategies, process support, and skills development.
High Performance Management does not only address the needs of the organisation – it also has a high potential impact on employee and employee community. It is an extremely important model as a basis for the effective management of employee benefits, staff and morale.
Industry and Professional Growth:
The model of High Performance Management in the sector has a strong focus on growth, job security, and career readiness. In its emphasis on the work of the HR employees it looks at growth in all areas of workplace management that are related to the development of productivity and work well for the organisation (including work based skills development and job training).
High Performance Management aims to increase HR employee growth by improving the effectiveness associated with job building and job advancement in the workplace. The system can also provide a cost effective model to encourage growth of the quality of work that HR employees receive, provide a set of key leadership experiences, and better understand key role models associated with employment roles, by providing direct service to the organization.
Industrial Growth:
The concept of High Performance Management is focused on the growth and development of an organisation as a whole.
High Performance Management involves an effective HR operation as a component of a company’s corporate development plan. When appropriate, the High Performance Management model is implemented as part of a project. Over time, low-paying jobs are affected through higher rates of pay.
High Performance Management provides a solid starting point for employee work, with great benefits to the organisation and culture of the organization. This model focuses on workforce and growth and provides an overall model of what a ‘high performance organisation’ is – one where strong work practices support growth in the management of employees rather than in the management of any