Critically analyse the effects of high performance work practices on employers and employees. The primary goal of most businesses is to maximize profits for the owners. High performance work practices (HPWPs) are a methodology used by various organizations to maximize workforce potential. HPWP is a combination of various theoretical models working alongside a receptive organizational climate and culture. This analysis will state the merits of HPWPs on employers and scrutinize its shortcoming on employees. The essay has been structured by introducing the concept of HPWPs as defined in available literature along with key findings. Thereafter the relevant theories pertaining to HPWP will be presented. Here the relevancy of the social …show more content…
The labour process theory (LPT) is the embodiment of the capitalistic frame of thought. It views relationships between management and employees not as human actors but rather an interaction between capital and those who serve to protect and increase it (Harley et al. 2010, p. 743). Therefore it can be logically concluded that this theory puts the utmost importance on the interest of the firm’s capital irrespective of any negative effects that may result to employees and relevant parties. Furthermore it can be observed that organizations practicing LPT tend to favour work intensification to a greater degree (Thompson 2010, p. 9). In addition research shows an increasing drive by organizations to maximize the utilization of labour skill and knowledge over the last 25 years (Thompson 2010, p. 9). According Razi (2012, p. 80) HPWP allows organizations to acquire firm specific human capital which will have a positive influence on the company’s performance. Human capital can be said to be the sum of an employee’s skills, knowledge and experience. In addition to this Bartel cited in Razi (2012, p. 81) puts forward the argument that firm specific human capital results in a greater degree of customer satisfaction. The reasoning for this being that employees with a high degree of knowledge about the organization are better equipped to handle customer requests Razi (2012, p. 81). In addition to this Razi (2012, p. 83)
Just a few years ago, the term "Google Australia" would likely have drawn blank stares from most people, but more recently the term has come to define one of the best places to work around in general and in Australia in particular. In fact, Google Australia has already established a prominent presence in Australia and New Zealand, and the company's performance to date suggests that it is well poised to take advantage of the growing numbers of Aussies and Kiwis who are turning to the Internet for many of their consumer and professional needs. The company's growth has been attributed in part to the fact that it seeks out the best talent available and goes to great lengths to retain them, including some seemingly lavish accoutrements and perquisites that might make Nero blush with envy but which may appear less than cost effective to the casual observer. To determine the effectiveness of Google Australia's human resource initiatives in this area, this paper provides a review of the relevant peer-reviewed literature, followed by a summary of the research and important findings in the conclusion.
Furthermore, it is stated that HRM practices can also be categorized on the basis of their emphasis into three sets viz., quality focus, cost reduction, and differential innovation (Guest, 1997). The importance of effective HR practices can be judged by the fact that with the effective execution of HR practices, the employees tend to be more committed to their work and they go the extra mile to add to organization’s benefit.
1. Explain at least 2 purposes of performance management and its relationship to business objectives.
A number of demographic factors will also affect Qantas’s business operation over the coming five years. With an aging Australian population, scarcity of talent, and a globalised work force, HR must be
The closer we come to satisfying one need, the more we want to satisfy the next need in the hierarchy. If we are unable to satisfy one of the needs, we become focused wholly on meeting that need, and the desire to meet other needs is reduced”.
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
The principles of a high performing organization relates to achieving outstanding results by clarifying its strategy, aligning processes and systems to that strategy, and by making each person, manager, and department a contributing partner in the business. Management has an important role in this continuous process of improving performance by setting clear expectations with employees, defining distinct and measurable goals and deadlines, facilitating and evaluating employees’ work and providing clear feedbacks for improvements and encouraging performance by rewarding a well done job and demonstration of desired attitude and behavior fairly and timely. According to "COD - The High Performance Philosophy" (2012), “Companies that redesign their workplace using high performance philosophy consistently outperform more traditional companies and showed an average productivity improvement of 37%” (para 1).
There are so many focuses or themes that I might construct on my individual paper on ‘Developing high performance working’. One of them is functions of performance management; this will include strategic, administrative and the developmental. According to (Baron and Armstrong, 1998 cited in Bloisi, 2007:254), they “emphasise and integrated nature of performance management”. The second one is the administrative function; several organisations nowadays use performance management to evaluate employees about their salaries, retentions, redundancies and individual performance. Lastly, the developmental function should enable managers to identify where employees are not performing well and how they can improve it. Additionally, I will be explaining the performance appraisal and how does it process. According to (Bloisi, 2007:259), performance appraisal is the “process of measuring and evaluating employees’ performance. It can be a useful tool for employee development”. Dealing with poor performance is another topic that I will include in my individual paper; managers have to identify employees with poor performance, so they can take an action on them. Lastly, I will include performance management and how managers can administrate performance within the
The ethos of work fast, work smartly and be kind is really the cornerstone of their ability to tackle any job that comes their way. The company employees it would seem to develop a charged charisma in tackling any obstacle. The company’s culture is engrained with these three simple words, “Smart, Fast, Kind.” By understanding that, we as a company leave the baggage at the door, are fully engaged in our product, decision making collectively, and most important is they do not let stress affect themselves negatively. They strive to put forth the best product, production via socially or developing and executing a stellar event for the end user of their services. Smart, Fast and Kind, what a concept, it seems companies forget what these three simple words are being caught in the rat race to produce a product. Simple and elegant in the approach to a modern company that has been in business for over twenty years, happy and successful. Perhaps, this is the start of a business revolution in employee development that is leaps and bounds ahead of the vertical corporate structure. I for one, see that it just might
Gratterpalm’s new human resources (HR) activities helped drive business growth by the strategic use of surveys as initial employee engagement to gain insight coupled with a strong communications plan. High performing organizations have a deeper understanding as to how employee engagement can successfully drive business growth.1 < Lockwood, N. (2007) P.2, Abstract, all lines>The HR activities strategically integrated both employees and management teams, and incorporated them early on in the HR structuring process. The High Performance Work System (HPWS) that was put into place included valuable training opportunities, structured performance management and appraisals, compensation or
R.R. Donnelley & Sons Company (“RR Donnelley,” the “Company,” “RRD”) designed a workforce plan for the company to have the capability to respond quickly and strategically to change; recognize internal and external challenges; and identify staffing needs in a timely manner. RRD used the South Australian Government’s workforce planning and development model to effectively identify and forecast the company’s workforce requirements to meet the company’s goals and strategic direction in the next three to five years. This paper will discuss the company’s business strategy, context, current workforce profile, future workforce profile, gap analysis and closing strategies, as well as the review and evaluation process.
The labour process under a capitalist society has become distorted over time. James Rinehart explores this in his book “The Tyranny of Work,” where he ponders the recent evolution of labour in relation to the human condition. (Rinehart, 2006) An action which should look to promote personal and communal development now leaves employees alienated in several forms. We’re given a visual representation of this through the short movie “The Necktie,” and real-life examples of experiments conducted in Dan Ariely’s Ted Talk, “What makes us feel good about our work?” (Canada, 2017) (Ariely, 2017)
High performance working can be defined as the peculiar high quality of standards conformed in an organisation with a view to achieve high level
This literature review aims to examine and evaluate the existing literature, which relates to the role of performance management in both controlling and developing employees. In the beginning, the review will emphasize on defining ‘performance management’, its brief history, evolution, and definitions through the existing literature available. In between this literature review, will highlight the issues related to performance management, which act as a hindrance in its perfect execution in organisations. The latter part of this literature review will focus on the examination of existing research if any, which has aimed to identify a link or no link between performance management and controlling and developing employees.
Instead, human resource practices of ‘best fit’ are more effective when they are designed to fit certain contingencies in the organization’s specific context. Consequently, ‘best practice’ is perceived to improve performance within an organization when a select bundle of policies is implemented and the employees are managed more efficiently. Jeffrey Pfeffer’s (1994) work under this conception offers a list of seven practices assumed to be most beneficial to an organization for achieving competitive advantage ‘through people’. (1) The importance of employment security is emphasized because it is unrealistic to expect such hard work and commitment from employees without some expectation of security on their part. (2) Selective hiring is a source of sustainable competitive advantage through its “capturing” of particularly exceptional human talent (human capital). (3) Self-managed teams require efficient teamwork, and are seen as a route to achievement of more creative solutions. Employees deserve to be rewarded for