correlated with the high-performance syst...
Organisations and HR systems
correlated with the high-performance systems of work for contributing in the
business or employee performances
high-performance system of work largely helps in creation of a culture where
performance can be witnessed. Thus, this system is instrumental in feeding the
thoughts of performance improvement within the minds of an organisation’s HR
managers. Both the practices and
policies of HR must be aligned with one another for supporting the culture of
high-performance (Sanders and Frenkel, 2011). The performances pertaining to
the employees and the business can be obtained only when a creative and open
culture remain prevalent in an organisation (Kesler and Kesler, 2011).
Moreover, the people must be involved explicitly in various decision-making
settings for extracting optimum output level. The organisations which intend to
yield higher outputs from the employees must invest in the loyalty programs,
trainings, education, innovation, and inclusiveness. On the other hand, the
performance measures are also integral for evaluating the employees’ output
level (Kehoe and Wright, 2013). For instance, it can be done by setting
stipulated targets and benchmarking. Even the evaluation procedure may remain
effective by innovating via best practices and processes.
design aspects for implementing a work system of high-performance
change is organisational design is demanded if both the purposes and strategies
of an organisation are not aligned or coordinated with each other. On the other
hand, it is important to understand that the organisational designs have
drastically changed nowadays, because of the alteration in the external
business environment (Boxall and Macky, 2007). In fact, the boundaries
pertaining to the organisations have already blurred due to the excessive
amount of outsourcing. Even the partnerships that are complex in nature are
often formed largely, by the contemporary organisations. Hence, it has surged
the need to improve the HR practices as much as possible (Camps and Luna‐Arocas, 2012).
Furthermore, the strategic roles of the HR professionals have increased. Some
of the important design factors which must be changed for obtaining the optimum
level of organisational output are the reporting relationships, managerial
control span, smaller versus complex choices, more defined divisions,
utilisation of both the permanent and impermanent teams, and lastly, the HR
organisation’s design itself.
both the HR and line managers can work collaboratively for implementation of a
robust and high-performance system of work
is hardly possible to achieve a high-performance environment without a cordial
relationship between the line and HR managers. The organisations where HR
managers are not endowed the responsibilities of being the strategic partners
often fail to obtain high-performances from the employees’ end. Furthermore,
the role ambiguity is another problem in the case of line as well as HR
managers (Armstrong and Taylor, 2014). On the contrary, when both the
above-parties work in tandem, social cohesiveness is enabled so that the
explicit complementary knowledge can be shared amongst them. On the contrary,
the job satisfaction level increases amongst the employees when cooperation is
achieved from HR and line managers, equally. Furthermore, when the line
managers are involved in an organisation’s HR practices, the employees’ relationship-oriented
leadership attitude surges greatly.
the organisation where there is absence of HPWS, it is the HR managers who can
change the entire scenario and lead to high performances (Buller and McEvoy,
2012). The strategic HR managers are responsible to align the employees’
performances and the core objectives of an organisation (Boxall, 2012).
Resultantly, it is important to understand that the crucial elements of HR are
largely related to the employees’ performances such as the talent management,
performance evaluation, and many more.