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  • High Performance Work Practices

    Transféré par

    Ramu Bannurkar
    53 vues1 page
    The document introduces high performance work practices (HPWPs) which are management strategies and HR practices aimed at improving organizational performance. It discusses how HPWPs can involve introducing individual practices or "bundles" of practices. While HPWPs have been studied, the evidence on their impact on performance has varied depending on the sample, research design, practices examined, and performance metrics used. Additionally, factors like globalization and changing market demands require firms to continually improve performance through approaches like reducing costs, improving quality and productivity, and fostering innovation, making effective human resource management and knowledge sharing key to business success.

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    The document introduces high performance work practices (HPWPs) which are management strategies and HR practices aimed at improving organizational performance. It discusses how HPWPs can involve introducing individual practices or "bundles" of practices. While HPWPs have been studied, the evidence on their impact on performance has varied depending on the sample, research design, practices examined, and performance metrics used. Additionally, factors like globalization and changing market demands require firms to continually improve performance through approaches like reducing costs, improving quality and productivity, and fostering innovation, making effective human resource management and knowledge sharing key to business success.

    Droits d'auteur :

    Attribution Non-Commercial (BY-NC)
    Téléchargez comme DOCX, PDF, TXT ou lisez en ligne sur Scribd
    Signaler comme contenu inapproprié
    53 vues1 page

    High Performance Work Practices

    Transféré par

    Ramu Bannurkar
    The document introduces high performance work practices (HPWPs) which are management strategies and HR practices aimed at improving organizational performance. It discusses how HPWPs can involve introducing individual practices or "bundles" of practices. While HPWPs have been studied, the evidence on their impact on performance has varied depending on the sample, research design, practices examined, and performance metrics used. Additionally, factors like globalization and changing market demands require firms to continually improve performance through approaches like reducing costs, improving quality and productivity, and fostering innovation, making effective human resource management and knowledge sharing key to business success.

    Droits d'auteur :

    Attribution Non-Commercial (BY-NC)
    Téléchargez comme DOCX, PDF, TXT ou lisez en ligne sur Scribd
    Signaler comme contenu inapproprié
    sur 1

    1.

    Introduction

    According to Ebejer (2010) a growing area in management systems and HR practices focus specifically on enhancing work performance - 'high performance work practices' (HPWPs). Organisations that adopt and implement such practices are considered as high performance work organisations (HPWOs). HPWPs are not radically 'new' practices; they have been around for many years and have already been adopted by various organisations. What makes this management area different is that HPWPs are deliberately introduced either individually or in groups (called 'bundles' of practices) to gradually improve organisational performance. Under the given context the presented flyer making an introduction to the Causal Chain Model as suggested by Wright & Nishii (2007) furthered to evaluate the key elements of High Performance Work Practices (HPWP) that included the human resource strategies of drawing human capital (Barber, 1998); selection and performance management (Armstrong, 2009); in the context of the adapted case General Electricals (GE). The presented flyer (in brief) attempted to focus on each of the elements of HPWPs. However, Combs (2006) argue that although there is growing evidence that high performance work practices (HPWPs) affect organizational performance, varying sample characteristics, research designs, practices examined, and organizational performance measures used has led extant findings to vary dramatically, making the size of the overall effect difficult to estimate. In addition, Jenson & Winding (2010) found that factors such as globalization, deregulation of markets, changing demands and shorter product life cycles, pose new challenges for most firms. In order to be competitive, firms must be able to continually improve their performance by reducing costs and improving quality, productivity, and speed to the market, and being innovative in terms of introducing new products and services. Therefore, the ability to combine old and new knowledge in order to generate new products/services is key to the prosperity of the modern firm. An important aspect in this context is the human resources and the way they are managed.

    2.0

    High Performance Work Practices

    3.0

    Conclusions

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