|




 
 


| 









| 




  

ë In today¶s competitive environment,

organizations are discovering that it¶s
how the pieces are combined that
makes all the difference. After all,
managers typically don¶t just focus on
staffing, or training, or compensation
practices in isolation to one another.
| 




  

ë hese HR practices are combined into

an overall system to enhance employee
involvement and performance. he
purposeful combination of these HR
practices is what we refer to as a
a

 
| 




  

ë A high-performance work system can

be defined as a specific combination of
HR practices, work structures, and
processes that maximizes employee
knowledge, skill, commitment, and
flexibility. he key concept is the
³system´.
| 




  

ë High-performance work systems

(HPWS) comprise many interrelated
parts that complement one another to
reach the goals of an organization. his
presentation covers the underlying
philosophies of high involvement, the
anatomy of HPWS practices, processes
for implementing HPWS, and criteria for
judging their impact on performance.
| 




  

ë Watch the following PowerPoint

presentation and answer the five
questions found on the weekly
assignment sheet for Chapter
Seventeen/Exercise Eleven. Email the
assignment back to me on or before the
due date.
è 


 

 


ë Edward Lawler and associates have identified
four principles of high performance work
systems that create such environments:
è 


 

 


@
 

 
ë raditionally, employees did not ask for or receive
much information from management.
ë In today¶s environment, with more customer-centered
decisions being pushed down to the front-line level,
employees at all levels need access to more
information from a variety of sources.
ë High performance work systems provide both the
authority to access information on demand and the
technological infrastructure needed to get it
è 


 

 


ë @
 

   .
 !a 
a   

 

  


 
 

è 


 

 


ë D  
 - As
organizations attempt to compete in an
information-based economy on the
basis of their people, they must invest in
employee development.
è 


 

 


ë  

 

 -
People intentionally or unintentionally
pursue outcomes beneficial to them.
High-performance work systems build
strong performance-reward linkages.
è 


 

 


!




ë Status and power differences divide people when information
based competition requires closer teamwork.
ë Professionals recognize authority and don¶t need it beat over
their heads with empty status symbols and wasteful signs of
deference to power when there is real work to be done together
regardless of station.
Ô  

 



ë ‰ X 6 matrix that illustrates the anatomy
of high performance systems. Key
elements include:
Ô  

 



ë 2  - Basing work design on

and re-engineering concepts to
empower employees with the authority
to make decisions to improve
performance is a hallmark of high
performance work systems.
Ô  

 



ë @
 In high performance work systems,
recruitment and selection must be very
selective. Recruitment tends to be both
broad (looking many places) and intensive
(scrutinizing applicant details and
characteristics) to get the best pool of
candidates. Selection is made not only on
the basis of demonstrated KSAs, but also on
the ability of the candidate to learn
continuously.
Ô  

 



ë 
 
 raining
focuses on ensuring that employees
have the skills needed to assume
greater responsibility in a high-
performance environment. It also works
at cross-training to develop multiple
competencies and foster teamwork.
Ô  

 



ë 
 High performance work
systems experiment with different
combinations of performance related
compensation, such as profit sharing
gain-sharing, ESOPs, and team based
rewards. hey also make use of skill
based plans to encourage continuous
skill acquisition and improvement.
Ô  

 



ë 
  In high performance work
systems, managers must do more than
manage the work of others. hey must
provide real leadership - the vision,
inspiration, motivation, and example of
excellence that moves others to want to
emulate and work for them.
Ô  

 



ë    - Communication and
information technologies of high
performance work systems help to
implement decentralized access to
information on demand, track customer
satisfaction and needs, and allow each
part of the organization to leverage the
learning experiences of the other parts.
 




ë As reported by the American Society for

raining and Development (ASD), the
critical factors for successfully
implementing high performance work
systems include:
 




ë Î
Î
 


Change can be threatening to anyone
used to the status quo (or benefiting
from it). o get initial commitment to
high performance work systems,
managers have to build the case for
why the changes are needed for the
success of the organization.
 




ë !
! 



 

èor high performance work systems,
top down communication is not enough.
he organization must implement two
way communications that ensure
adequate feedback and shared
information.
 




ë   "  - Autocratic styles

of management and confrontational
approaches to labor-management
relations will kill any chance for
implementing high performance work
systems.
anagement must build,
include, and involve the union in the
new mission in an atmosphere of trust
and respect.
 




ë 
#
$
 Labor relations

must be built on a true ³win-win´
scenario.
 




ë !
! % 






anagement and labor must concretize
their commitment to a high performance
work system with written, signed
statements of principles, expected
outcomes, goals and objectives, and
declarations of operating philosophy.
 




ë % @  & D'

 All key stakeholders
have to be brought on board, not just
union labor.
 




ë Ô    Once

processes, agreements, and ground
rules are established, they are vital to
the integrity of the relationship. Nothing
builds credibility like keeping one¶s word
and taking the observable actions that
demonstrate it.
| 


 | 


Ô 

ë w
 High performance work systems increase value by
establishing ways to increase efficiency, decrease costs,
improve processes, and provide something unique to
customers.
ë 
 High performance work systems help organizations to
develop and harness skills, knowledge, and abilities that are not
equally available to all organizations whose people cannot
benefit from the growth opportunities of high performance work
systems.
ë  

 - High performance work systems are
designed around people oriented team processes and
capabilities that cannot be transported, duplicated, or copied by
rival firms.
ë &
( High performance work systems combine the
talents of employees and rapidly deploy the new assignments
with maximum flexibility.