Aspects correlated with the high-performance systems of work for contributing in the business or employee performances
The 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.
Organisational design aspects for implementing a work system of high-performance
The 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.
How both the HR and line managers can work collaboratively for implementation of a robust and high-performance system of work
It 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.
In 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.
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