“Do “High Performance Work Systems” Really Work?”

* Increased Stress - As employees are stretched to meet job requirements, their stress levels rise and they become incapable of maximizing their performance.

Development of workforce skills leads to raise labour productivity and increase social inclusion. Workers can propose organizational redesign, such as remodelling of services and redesign of job roles or changing structures in this sector. The foregoing, to maintain good service, and achieve excellent relations with people. For instance, the NHS uses an action-learning program, which is a tool that empowers staff teams to test out new ways of working. Teams have to create a plan, test out, evaluated and change their working practices.

Within todays ever-changing working society, training and development is a key part within any organisation. Employees are the main capital within organisations which suggests

The real issue is that all of these stressors can add up and lead to a group of tired, over-taxed, and unproductive employees.

Which principles of high-performance work systems have you witnessed in your own workplace? If possible, note specific examples from your experience to support your analysis.

Once people can mesh well into a great high-performance team, they will fit right into the business world. As today's extremely competitive and ever changing, business world is not meant for the slow growing or for the unprepared. It is now the goal of every organization to create a high performance organization. The high performance business is the one that can create a balance between performance, quality, customer relations and profitability. High performance organizations need high performance team savvy employees. Why is this? It is because; high

High performance working can be defined as the peculiar high quality of standards conformed in an organisation with a view to achieve high level

The Concept of High Performance working has various interpretations. One common explanation is that ‘high performance working has come to be associated with the achievement of High levels of performance, profitability and customer satisfaction by enhancing skills and engaging the enthusiasm of employees.” (ILO 2002)

If HR can influence the entire organization successfully by applying the performance culture model then the impact will be high for the issue. This strategy takes the ‘captain of the ship’ approach to employee performance. It is appropriate for firms that operate in a highly competitive environment and that wish to be number one in their industry in employee

A large problem modern workplaces are facing is being unable to battle employee burnout. In a survey of 614 U.S. HR professionals, conducted by Morar Consulting from Nov. 14-19, 2016, they found that 95 percent of HR leaders said employee burnout is sabotaging workforce retention (Wilkie, 2016). Work days went from being 8am-5pm to now being completely connected to work even when the employee is sitting at home on the couch. A technology-obsessed world has made checking work emails and phone calls easier than ever, so much so that it seems no one will ever be able to fully escape the workplace. Employee burnout causes stress not only for the individual, but costs the company a lot of money in the process. Employee burnout adds up to almost $150 billion to $300 billion annually for U.S. employers (Stahl, 2016). It is important for employers to stop employee burnout before it starts in order to have a positive and healthy organization.

A growing number of organizations of all sizes and types have reported implementing high performance workplace practices with significant success; such innovative workplaces are primarily intended to improve an organization's financial and operational

High –Performance work practices (HPWP) is a perspective which can hold that effective organizations incorporate several workplace practices that leverage the potential of human capital. According to John Tomer, the essential characteristics of HPWP are employee security, selective hiring of new personnel, self-managed teams and decentralization of decision making as basic principle of organization design, extensive training, reduced status distinctions and barriers across levels, and extensive sharing of financial and performance information throughout the organization.

In the recent years, there has been a growing focus among researchers on the importance of human resource management, and on how it influences organisational performance (Boxall, 2012). The emphasis has especially been on the different HR practices that attempts to increase performance, productivity and profitability (Imran, Majeed & Ayub, 2015). It is from these practices that the term high performance work systems have emerged (Jensen, Patel & Messersmith, 2013). With regard to this term’s growing importance in the HRM literature, it would be of great interest to take a closer look at high performance work systems. This essay will therefore attempt to shed light on what a high performance work system actually is, and why organisations implement them. Using the extensive research available, we will examine both the positive and the negative outcomes a high performance work system might have. This will should present readers with a thorough view of both high performance work systems and their possible organisational implications.

The aim of this report was to explore the problems and trends of Employee Relations and learn how the right approach can control organizational success. If a small amount of time is spent on implementing an effective performance management system within a company then it can lead to a large impact on the overall performance of the employees. With better performance from the employees comes a better bottom line for any company. Employee Relations involves the body of work concerned with maintaining and managing employer-employee relationships

Enterprising Leaders have incessantly been engrossed in the bearing of morale on results throughout the ages, but the recent economic degeneration has unreservedly smashed businesses over the skull creating an upshot of gut-punched workers. Having survived copious rounds of layoffs, unnerving uncertainty for their futures, relentless reactive upheaving change, and fearful atmospheres of overwrought anxiety, many employees are fighting off a recessionary post traumatic exhaustion. We are experiencing soars in productivity from a workforce that has been coerced to toil protracted arduous hours for less compensation. This phantom productivity gain has been compelled by survival instincts rather than tangible productivity improvements generated through process improvement, technology application, six sigma strategies, and the like. The Gallup Management Journal 's semi-annual Employee Engagement Index puts the current percentage of truly "engaged" employees at 29 percent. A slim majority, 54 percent, falls into the "not engaged" category,