The Concept of High-Performance Work Systems - Coursework Example

University> By HIGH PERFORMANCE WORK SYSTEMS (HPWS) The concept of high-performance work systems is one of the most trending issues in workforce management in the contemporary society. Several definitions have been formulated to make us comprehend precisely what HPWS is all about. Conversely, no single definition can be said to be well fit or better than the rest. Thus, the paper will describe various imperative issues such as components, benefits and associated challenges with the objective of understanding more about the work systems. According to Sim “High-performance work systems (HPWS) is a management approach that combines different human resource management practices to improve organizational performance by placing an emphasis on employees” (Sim, 2011 pp.2). The next most broadly used description explicates that a working system is systems that incorporate a fit between the technological and the social aspects of an organization. Social aspect consists of the employees that are hired by the organization as well as the structure that is implemented within the organization. On the other hand, technology consists of all the information technology resources such as hardware, software, networks and so forth. Ensuring that the organization integrates all its strategies, technological resources, and employees play a vital role in enhancing the organization's production and efficiency of operations (Parsons & Necochea, 2007pp.28). It is imperative to note that human resources are one of the most significant components of high-performance work systems. Berber and Murat assert that “Effective human resource practices lead companies to considerable competitive advantages” (Berber and Murat, 2014 pp.28). This is a clear indication that the management must put in place effective mechanisms to ensure human resource development in the organization. One of the most applied strategies is motivation where managers use various tactics to make sure that the company employees are always inspired. The most significantly and broadly used technique is the use of rewards and incentives. In this case, employees who perform highly towards the achievement of the organizational goals and objectives are rewarded. The second approach is the use of promotions in which employs who consistently work towards the attainment of the company goals are raised. As such they get some associated privileges such as increment in salary and related advantages as compared to the rest of the employees. Thus, the performances are all to the extent that an employee contributes to the successful attaining the set objectives (Macky & Boxall, 2007 pp.542). The second most notable component of high-performance work system is the management. It is imperative to note that managers play a vital role in leading and managing various employees and resources of the organization. The way people are treated and managed within the organization is directly proportional to the success of the team. This is a clear indication that the management operations and practices have either positive or negative impacts on the overall productivity of the organization. However, for the management to ensure efficient high performance, there are some key issues that must be put in place. Firstly, it is profound that the management has a reasonable vision that meets both the organization goals and the customer needs. Secondly, the management or leaders must be competent and ensure that the best strategies are put in place to create the desired momentum in the organization. As well, there is a substantial need for support systems that can be instrumental in decision making and guarantee efficiency in management and organization operations (Ramsay & Scholarios, 2000 pp.503). Thirdly, it is imperative to note that in the present world of competition successful organizations must adapt to the changes in technology. The use of high-performance working systems thus is associated with numerous advantages. One of the most significant benefits of these systems is that it increases the product quality. Secondly, it is closely intertwined with creativity, ingenuity, and problem-solving skills of the employees. Conversely, to be successful in this, the organization must provide the employees with the necessary resources such as information, skills, quality improvement, incentives, and responsibility to make decisions, and swift response to changes. The high-performance work systems ensure that strategies that support creativity are put in place. For instance, a company engages in the production of innovative products and services that are marketed to the customers. As a result, the number of clients purchasing such products substantially increases leading to the increase in profits. On the other hand, such strategies and systems play a vital role in enhancing the organization’s competitive advantage (De Kok & Hartog, 2006pp.205). Furthermore, presently there is increased globalized competition for clients; as a result, external factors substantially affect the viability of such organizations. Flood asserts that “In this challenging climate, time and again we see inspirational examples of companies safeguarding their future through successful innovation – not only in the design and implementation of new products and services but workplace innovation” (Flood at el., 2008 pp.7). Thus, this is a clear indication that high-performance work systems substantially employ innovation. This goes an extra mile in enhancing the work processes, systems for managing and organizing work within the organization. On the other hand, the new high-performance systems currently in place have some slight positive changes. One of the key issues of focuses is the involvement of employees in decision making. Most of the success managers have attributed their success to involving employees in the critical decision-making process. This has led to the increased acceptance of decisions as well as improving the quality of these decisions. As well, the new systems are substantially diverse in that various issues such as equality within the organization has been incorporated into the system. There are numerous challenges associated with the use of HPWS in an organization. First of all, such systems are very expensive to purchase, install, run, and maintain. This is a clear indication that the organization must set aside enough funds to keep the systems running (Evans & Davis, 2005 pp.559). Secondly, it might be a problem for the company to source for competent professionals that can ensure that such systems run effectively and efficiently. However, the most successful managers have put in place various mechanisms to ensure that such systems within the organization are successful. In conclusion, it is imperative to note that high-performance work systems play a vital role in the success of the organization. These systems ensures that the organization value their human resource for instance, through the involvement of employees in key decision making processes. On the other hand, there are several benefits associated with such systems. Some of the most common ones include increased profitability, enhanced efficiency of operations and so forth. Despite the associated challenges, the organizations must ensure that such systems are put in place to ensure that the goals and objectives of an organization are achieved efficiently and effectively. Finally, the systems play a crucial role in enhancing the organization’s competitive advantage. References Berber, A. And Yaslioglu, M., 2014. Managing High Performance Work Systems And Organizational Performance. In Work Organization and Human Resource Management (Pp. 27-42). Springer International Publishing. Evans, W.R. And Davis, W.D., 2005. High-Performance Work Systems and Organizational Performance: The Mediating Role of Internal Social Structure. Journal of Management, 31(5), Pp.758-775. De Kok, J.M.P. And Den Hartog, D., 2006. High Performance Work Systems, Performance and Innovativeness In Small Firms. EIM Scales Paper, (200-520). Godard, J., 2004. A Critical Assessment of The High‐Performance Paradigm. British Journal of Industrial Relations, 42(2), Pp.349-378. Macky, K. And Boxall, P., 2007. The Relationship Between ‘High-Performance Work Practices’ And Employee Attitudes: An Investigation Of Additive And Interaction Effects. The International Journal of Human Resource Management, 18(4), Pp.537-567. Parsons, C. And Necochea, R.A., 2007. High Performance Work Systems in The Paper Industry. Paper Age, 123(4), Pp.28-31. Ramsay, H., Scholarios, D. And Harley, B., 2000. Employees and High‐Performance Work Systems: Testing Inside The Black Box. British Journal of Industrial Relations, 38(4), Pp.501-531. Sim, S.N., 2011. The Effectiveness of High Performance Work Systems on Employee Satisfaction and Commitment in Health Care: Systematic Review. HKU Theses Online (HKUTO). Read More