High-Performance Work Principles

If an organization is already established and wants to become an “effective learning organization” they have to take into account their relationship with their employees at the time they make this decision. If the employees who currently work for management are not “self-energized, committed, responsible and creative beings” (Kinicki, 2012) (or any combination thereof) like McGregor assumes, they will not be able to jump in to some of the activities that leading organizations are doing. Managers will need to understand that if they developed an environment where management is superior and the employees are workers, any part of the human relations theory will not benefit them quickly. Managers will need to gain the trust of their employees and actually listen to their emotions.

EFFICIENCY is achieved through wise use of human and financial resources; and COMMITMENT to intellectual achievement is embraced.

|Explain the factors that should be considered when managing good and poor performance. | |

On the other hand, organizational performances can be enhanced in the following manner; by creating success requires respect for everyone’s needs, talents, and aspirations, as well as an understanding of the dynamics of human behavior in organizational systems. Organizations do well when the people in them work hard to achieve high performance, as individuals and as members of teams. The ultimate goal of OB is to improve the performance of people, groups, and organizations, and to improve the quality of work life overall (Schermerhorn, 2011).

1. Describe in depth the characteristics that enable a high-performance team to excel at teamwork.

The relationship between employees and their managers is changing. This essay critically assesses high performance work systems (HPWS) and how it effects an organization. Before proceeding to critically assess high performance work systems it is necessary to clarify exactly what these systems consist of. After investigating the foundations of high performance work systems the essay will be extended to contrast the gains and the shortcomings, which arise as a result of these highly contemporary managerial systems. High performance work systems can be familiarly explained as an

In our everyday competitive corporate environment, companies/organizations constantly look for a competitive edge that separates themselves from their competitors. Either it be in new hardware/software systems, core organizational models/practices, prime office locations, strong leaders, and/or talented/experienced staff members. Many of today’s great leaders like Doug Conant, CEO of Campbell Soup, has highlighted the importance in cultivating all of these areas successfully. However, most leaders concentrate on instituting a core organizational structure that embodies a positive workplace environment or organizational behavior. Doug Conant states that, “To win in the marketplace you MUST first win in the workplace.” (6Q, 2017) This simply

In today's society some corporations have achieved success by replacing the hierarchical boss-subordinate relationship with that of an empowered work team. Many corporations know the value of a high-performance team. A high-performance team has a great deal to offer to the organization. In a team environment, people are not managed, controlled or supervised. They are led by their mutual vision of the organization's purpose and goals. Teams surpass individuals working alone, especially when performance requires several abilities, verdict, and active involvement...

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

Human factors include organisational, environmental and job factors, and human and individual characteristics. These factors influence the behaviour at work which can influence people’s health and safety (Human Factors in Patient Safety Review of Topics and Tools, 2009). Work performance determines the quality and quantity of work expected from each employee. Acknowledgement of the relationship between human factors, work performance, patient safety and quality in healthcare can promote a positive work environment. This

Human resources are the most valuable assets of any organization, with the machines, materials and even the money; nothing gets done without man-power. In today’s business climate, businesses are faced with stiff internal and external competition. There are various human resource functions that give an organization a competitive edge, but most scholars argue that human resource functions becomes only operational when training has run through them all. This places training and development as an essential function in the survival of any organization. Increasingly, high performance organizations today are recognizing the need to use best training and development practices to enhance their competitive advantage.

Jusko informs those interested in developing high-potential employees of the basic steps to create efficient leaders. To have a successful employee development program, it is very beneficial for the upper-level management of organizations to have an extensive involvement in leadership development. The organization should also have dependable, clear-cut, high moral level culture which should look toward what skills will be needed in future occupational endeavors when reviewing current talent’s work performance. High-potential employees should be given opportunities to learn and develop skills that will be rewarding for themselves as well as the organization in the future. Motivation increases the retention of high-potential employees. Furthermore, managers of these employees should be held responsible for the development of their skills.

During 2006, the first part of Alan’s plan was to convince bankers into giving Ford Motor Company billions of dollars to complete this company overhaul. Once they were provided with the right amount of money, the plan was able to be executed. With this plan came a timeline; by the year 2009, the company planned to have the ‘One Ford’ mission in action and to see production increase. Because of such a short timeline, HRD was ultimately involved throughout the entire process. As part of the company’s “One Team” approach, certain areas of the plan are discussed and analyzed to examine if anything can be improved; this is accomplished by using everyone in the company. Employees are able to share how they feel about certain areas of their work and give their opinions on how certain things should change or stay the same; after everything is examined, the leaders of the company are the ones held responsible and accountable for making the changes, if any, to whatever was examined (Ford Motor Company, 2010). During this process, new strategies can also be provided by using the employee’s opinions and assessments of their strengths and weaknesses. This ultimately shows the use of human resource development as part of the company’s competitive strategy. Without the employees understanding how to complete their job correctly, the company would plunder. Thus, the company makes

With today's workforce becoming increasingly diverse and organizations doing more to maximize the benefits of the differences in employees, organizations are relying on managers to get the people who get the job done. People have always been the central to organizations, but there strategic importance is growing in today's knowledge-based business world. An organization's success increasingly depends on the knowledge, skills, and abilities of its employees excluding there gender, age, ethnicity, and the differences in skill and abilities. When employees' talents are valuable, rare, difficult to imitate and organize, an organization can achieve an advantage. Having managers or human resource departments that are superb for

Rapid changes in the global economic market entail transformations affecting not only the external environment of organizations, but also its internal operations and processes (Hall, 2008; Hodgetts, 2002). One important change that has altered the nature of contemporary organization is the “acknowledgement, development and systematic use of the skills and knowledge of employees” (Ramirez et al 2007, p 496). The central role of employees’ participation in the success of the organization involves not only “high performance work systems… [but] they also involve the decentralization of decisions and work enrichment that is providing employees with opportunities for involvement in decision-making and innovation.” (Wood & de