High Performance Work Practices Lead to the Intensification of Work - Coursework Example

High Performance Work Practices Lead To The Intensification Of Work.” Critically Evaluate This ment Table of Contents Table of Contents 2 Introduction 3 Implications of “High Performance Work Practices” 4 Critical Evaluation 8 Conclusion 13 References 15 Introduction The present business scenario has intensified with market competition due to increased globalisation along with advent of more advanced technologies. In this regard, business organisations are required to perform their business operations in a competent manner with the intention of ensuring better performance, growth as well as profitability. Contextually, human resource management (HRM) plays an effective role in developing the competitive position of business organisations. HRM is regarded as a vital element towards the development and management of employees in relation to managing, motivating, training and recruiting people. In this context, HRM is an important factor accountable for the successful performance of an organisation in current competitive business environment. Additionally, HRM practices assist in predicting the performance of business organisations as compared to other management and technology based practices (Strandberg, 2009). In current HRM practices, reliable innovative ideas are devised and implemented with the intention of developing the competitive position of a business organisation in worldwide market segments. The concept of ‘High Performance Work Practices’ (HPWPs) is adopted by business organisations in order to sustain a competitive position on a global context. HPWPs are innovative practices undertaken by HRM with the aim of ascertaining that the performance of employees along with business organisations are met while meeting the market needs. In this changing business environment, HPWPs play effective role in assisting business organisations in enhancing their global competitive position. HPWPs are also believed to assist business organisations to perform their business operations in a productive, innovative along with flexible manner. Moreover, the practices also aid in developing the skills of workers so that they are able to conduct their operations with better competency (Kumar, 2000). In this regard, the essay intends to critically evaluate the statement, “High Performance Work Practices lead to the intensification of work. Implications of “High Performance Work Practices” According to Stone (2011), the development of employment, skills along with increased productivity of workforce within the United Kingdom is the result of advanced work practices as an organisational system. Accordingly, it has been stated that the government of the UK has initiated various measures for examining the advanced policy approaches related to HPWPs. He further explains that HPWPs is an approach that manages an organisation. HPWPs help organisations that aim at the stimulation of accelerated employees, their commitment and dedicated involvement in the achievement of the desired objective. He further presented a framework that depicts the components being inscribed within the HPW approach. In this regard, ‘high-commitment employment practices’ as one of the component of HPW explains about employees’ commitment towards achieving desired performances. In accordance to such approaches, proper selection of training methodologies, effective recruitment processes and acquiring knowledgeable employees’ among other ensures accelerated performances. Another important component of HPWPs is regarded as ‘high-involvement work practices’. This particular practice lays a greater emphasis on employee orientation. As mentioned above orientation of employees basically involves acceleration of employee’s skills by initiating their dedicated commitment towards the attainment of desired goals. ‘Alternative work practices’ as another component of HPW discusses about the participatory practices that mainly frames a part of the alternative job-designs. This particular work practices enables the employees’ to reflect their innovative skills by providing them freedom to design their dedicated work accordingly. Furthermore, ‘innovative work practices’ is also considered as another component of HPWPs. This particular practice is likely to accelerate the discretionary behaviour that enables the employees to initiate innovative work performance within the organisation (Stone, 2011). On further observations, it has been ascertained that concept associated with HPWPs usually considers the performance management along with the employee commitment maximization. In the view of Godard (2004), the paradigm i.e. HPWPs has been considered as the ‘best practice’ for the employers. It is considered as ‘best practice’ because it results in the accelerated performance level. These practices amidst the internal environment of an organization enable the employees to gain motivation and apply their skills and specialised knowledge for the attainment of the desire objectives. HPWPs as a concept have been depicted as ‘best practice’ not only for the employers but also for the employees in framing a strong union. HPWPs have also been considered as an ideal solution associated with the policies related to public dilemma. Implementation of HPWPs has greatly improved the organisational competitiveness along with job structure and labour relations among others. Additionally, the further observations revealed that the application of HPWPs has also served as an attractive approach to the government officials and policy makers. Moreover, implementation of HPWPs has resulted in deriving apparent solutions to the problems such as workplace problems and the labour market problems among others. As stated by Godard (2004), there exist varieties of practices associated with the effective application of HPW. In view of that the best practices are determined as ‘alternative job-design’ and ‘formal participatory practices’. In accordance to the practices related to high-commitment employment incorporates various effective activities that accelerate organisational performances. Appropriate selection and implementation of proper training program frames an activity, which is associated with effective human resource management. This activity further emphasises on values along with human relations skills that again provides leverage to the organisational performances. Another important activity being executed is the appraisal procedure that incorporates behavioural-based appraisal and advanced criterion being practiced. Additionally, policies related to single status is also considered as a crucial activity associated with the practicing of HPW. Considering the contingent pay-systems that facilitate pay-for knowledge, profit sharing and group bonuses among others frames an important activity analogue to HPW. Provision for job-security, pay and benefits along with grievance handling is considered as an imperative activity of HPWPs (Godard, 2004). Correspondingly, there are few limitations associated with the application of High-performance paradigm. The limitations are apparent and associated with the management along with market failure. The views presented by Harley & et.al., (2007) reflects about application of ‘High-performance work practices’ (HPWP) within the service sector as well. Accordingly, the ‘mainstream’ approach related to HPWPs basically result in the positive outcomes associated with the employees. In this aspect the HPWPs being incorporated greatly contribute to commitment, employee autonomy and satisfaction among others which ultimately results in the acceleration of the organisational performances. Another in-depth concept associated with the practicing of HPWPs is ‘labour process theory’. In accordance with the given theory, it has been ascertained that HPWPs greatly contributes towards the acceleration of workload and stress. On further note, it has been observed that the general concept related with the HPWPs has faced a numerous arguments on the basis of its implications. The argument reflects that within the low-skill segment of an organisational sector work is categorized according to the Taylorist method, whereas within the high-skill segment the employees enjoy humanistic HRM practices. As given within the centre for Labour Market Studies (n.d.) there exist three basic characteristics of HPWPs. Application of the HPWPs usually generates effective results by utilising the components associated with it that are predominately focussed upon the motive of achieving desired outcomes on part of employers as well as employees. On further note, it has been reflected that the HPWPs system considers the employees as ‘valued assets’. In these aspects, it can be determined that the organisations greatly focus on employee development along with their involvement. Another basic feature of HPWP’s application is regarded as involvement of the numerous practices that yields accelerated combined benefits. Further revelations depicted that influence of HPWPs is also viewed over other dimensions such as production management and the work organisations. The three vital dimensions being implied by the practice of the HPWP are considered as the employee relations, work organisations and production management. Out of these three dimensions the application of HPWPs lays a greater impact on production management that includes statistical process along with quality management. Concerning, HPWPs there are few measures that contributes towards effective execution of the concerned approach. In accordance with the various measures that constitutes ‘high-performance’ working have been cited above. Considering, production management, the application of HPWPs initiates the work-flow along with the management of inventory techniques. In case of work organisation, approach related to high-performance incorporates adapting effective team work to achieve greater team performances. Furthermore, in accordance with the employee relation, it can be ascertained that approaches associated with high performances plays a pivotal role in coordinating the output of work organisation and the product management. However, as discussed by Sparham & Sung (2007) reveals that ‘high-performance working’ within an organisation creates leverage by accelerating the employees performances. Related to the ‘High-performance’ theory, there exits two arguments i.e. ‘high involvement perspective’ and ‘high commitment’. In consideration with ‘high involvement’ related to the application of HPWPs provides the employees with empowerment, job-autonomy, participation and ownership of decisions among others. However, it has been observed that a high involvement’ practice varies with respect to their implementation and impact over the organisational performances. On other hand, with respect to ‘high commitment’, it can be observed that there exists a strong linkage between the performance and the practices. According to the perspective of high commitment’, performance of the employees is greatly derived from loyalty and attainment of the organisational goals. Therefore, ‘high-performance’ working as an approach has been considered to accelerate the performance of the employees to considerable extent. Critical Evaluation From the foregoing discussion, it can be comprehended that in the present competitive business scenario, business organisations are required to ensure that the operations are conducted in an effective and competent manner. The HRM of business organisation are entrusted with the responsibility of seeking that employees are managed successfully. It is because human capital is often regarded as a strong determinant of business performance. Contextually, the HRM is also accountable for developing effective policies with the aim of ensuring the successful management of the employees within an organisation. Additionally, HRM ensures that business operations are conducted in accordance with the needs as well as requirements of business organisations (MacDuffie, 1995). Presently, the HR of business organisations has adopted innovative practices in their approaches with the intention of enhancing the performance of employees and business operations in the worldwide market segments. Additionally, innovative HR practices are expected to assist in developing the competitive position of business organisations globally. The market and business conditions are changing in accordance with the needs of customers and increasing number of business competitors. In this regard, business organisations are identified to adopt flexible production systems with the integration of bundles of HR practices. Contextually, business organisations with the assistance of bundles of HR practices are able to produce quality products in a productive manner. Thus, innovative HR practices assists in developing the skills along with knowledge of employees significantly allowing them to conduct their operations in a motivated way. There are three conditions that are essential in relation to HR practices for enhanced business performance which include competency and knowledge of employees, motivated employees to perform discretionarily as the business performance is dependent on discretionary effort of the employees (MacDuffie, 1995). In the present day context, HPWPs are identified as important dimensions of HR practices with the assistance of which employees are able to develop their competency level. HPWPs are important considerations toward organisational performances. The performances of an organisation are based on working culture along with environment and respectively motivate employees to work proficiently. It has been identified that there are certain factors which include ‘high involvement’ (HI) and ‘high commitment’ (HC) affecting the performances of employees. HI implies that HPWPs affect the performance of employees on the basis of decision making ownership, empowerment, participation and job discretion. HI also aids workers to conduct their operations in a more accountable as well as responsive manner. On the other hand, HC is a factor affecting the performance of employees in accordance with cultural along with motivational considerations. In this regard, the performances of employees are analysed on the basis of their loyalty along with commitment towards organisational objectives. Subsequently, the factors including HI and HC of HPWPs are recognised to be important for effective business and employees performances. These factors are identified to positively impact the performances of employees with improved productivity. Additionally, business organisations are facilitated with the opportunity of developing a successful workforce by reducing rate of turnover as well as absenteeism, building flexible workforce, better retention along with utilisation of skills and skills enhancement (Sparham & Sung, 2007). However, there are certain limitations that are associated with HPWPs implemented by business organisations. HPWPs are considered as complicated practices on the ground that a bundle of HR practices are required to be incorporated with the aim of developing an effective complement system with the assistance of which business organisations will be able to conduct their operations in an enhanced manner. Contextually, the practices might affect the ‘strategic human resource management’ (SHRM) as the HRM of business organisation might face adequate challenges in recognising the HR practices that will be appropriate for the development as well as growth of business organisations and enhancing business performances. Additionally, HPWPs are based on other spheres which include work organisation along with production management. Additionally, the practices might negatively affect the relationship that exist employees with the incorporation of inappropriate HR practices. There are two perspectives of HPWPs that are the unitarist and the pluralist. The unitarist perspective implies that business organisations are required to perform their operations in a motivated along with collaborative manner. On the other hand, pluralist implies that business organisations perform effectively through work-intensification manner. In this regard, both the perspectives of HPWPs are required to be aligned in order to ascertain that business operations are conducted with high-performance. Subsequently, HRM of business organisations face adequate challenges in identifying the right combination of practices with the assistance of which better linkage can be developed among practices and outcome (Centre for Labour Market Studies, n.d.). HR practices in relation to HPWPs have been adopted effectively on a global context by business organisations with the aim of developing a better competitive position in worldwide market segments. HPWPs are implemented in the management practices of various countries which include the US, France, the UK and Japan. It has been identified that currently, HRM of business organisations implement multiple HR practices with the intention of ensuing that business operations are conducted profitably. Additionally, business organisations of different countries adopt HPWPs with the aim of ascertaining the bundles of HR practices are implemented in a complement manner in order to develop their competitiveness. In this respect, the implementation of wide range of HR practices have assisted business organisations in developing a flexible work culture, effective training facilities, self-managed production teams and involvement of workers in problem-solving along with decision making instances (Doeringer & et. al., 2003). The practice of HPWPs amid worldwide business organisations has increased as employees are considered to be vital element on the basis of which performance along with competitive advantage is based. The performance of employees along with business organisations is based on HRM and their practices as employees are motivated to work in accordance with business objectives. In this regard, there is a relationship among HPWPs and business performances as employees with effective training and motivation assist business organisations to conduct their operations successfully and competently. The study conducted by Hartog & Verburg (2004) also revealed that HPWPs comprises different practices assisting in the development of employees and aligning the activities of employees with organisational goals for effective business performances. An evaluation of these practices also signified an important relationship that exists among organisational culture and business performances. There are different HR practices that are related with HPWPs including training and development, compensation system, empowerment along with participation of employees and information sharing. In this regard, business organisations are facilitated with the opportunity of having a workforce with team-based system, incentive structure, commitment and motivation (Hartog & Verburg, 2004). HPWPs assist in developing an effective relationship and performance of employees with the assistance of three factors which include motivation, abilities and opportunities. Presently, business organisations on a global context are able to perform their operations in a profitable as well as competitive manner with the assistance of effective along with competent workforce. Respectively, business organisations with the assistance of HPWPs are facilitated to perform their operations successfully by significant extent of work-intensification (Centre for Labour Market Studies, n.d.). Thus, it can be determined that business organisations in order to perform profitably along with competently are required to incorporate a bundle of HR practices recognised as HPWPs in the current changing as well as competitive business scenario. Conclusion The study discusses about various benefits being derived by applying the new advanced approach of ‘High-performance working practices’. On further discussions, the study revealed that application of HPWPs has provided ample benefits to the employer’s along with the employees. Moreover, it has also been observed that implementation of HPWPs improves the labour relations and the improved job-structure. Additionally, it has also been ascertained that there are three basic components of HPWPs. The basic components on which HPWPs have its implications are production management, working organisations and employee relations. On contrary, it has been argued that application of HPWPs increase the workload of the employees along with accelerated stress level. On further description, it has been revealed that degree related to distribution of the ‘High-performance working practices’. Further analysis have depicted that complicated practices are associated with the approach. Concerning, the limitations pertaining to the implementation of HPWPs depicts about its impact over the SHRM. Relative to the above discussion reflecting relationship between the application of HPWPs and employees performance, a judgment can be framed. It can be concluded from the above discussion that there are two potential arguments pertaining to the implications of HPWPs. In this regard, first argument can be associated with the positive impact of HPWPs for both employees and organisations in the form of increased productivity, lower turnover rate, increased level of employee commitment and enhanced teamwork. On the other hand the second argument can be identified with the negative impact of HPWPs that can be observed in the form of adverse impact on the workers experience at work. References Centre for Labour Market Studies, No Date. What are high-performance work practices? University of Leicester, pp. 1-8. Doeringer, P. & et. al., 2003. The Adoption and Diffusion of High-Performance Management: Lessons from Japanese Multinationals in the West. Cambridge Journal of Economics, Vol. 27, No. 2, pp. 265-286. Godard, J., 2004. A Critical Assessment of High-Performance Paradigm. British Journal of Industrial Relations, Vol. 42, Iss.2, pp. 349-378. Harley & et.al., 2007. High Performance Work Systems And Employee Experience Of Work In The Service Sector: The Case Of Aged Care. British Journal of the Industrial Relations, Vol. 45, Iss. 3, pp. 607-633. Hartog, D. N. & Verburg, R. M., 2004. High Performance Work Systems, Organisational Culture and Firm Effectiveness. Human Resource Management Journal, Vol. 14, No. 1, pp. 55-78. Kumar, P., 2000. Rethinking High-Performance Work Systems. Current Issues Series. [Online] Available at: http://professorhickey.com/pdf/MIR%20810/RethinkingHighPerformance.pdf [Accessed February 01, 2014]. MacDuffie, J. P., 1995. Human Resource Bundles and Manufacturing Performance: Organisational Logic and Flexible Production Systems in the World Auto Industry. Industrial and Labour Relations Review, Vol. 48, No. 2, pp. 199-221. Sparham, E. & Sung, J., 2007. High Performance Work Practices – Work Intensification or ‘Win-win’? CLMS Working Paper, No. 50, pp. 1-17. Stone, I., 2011. International Approaches to High Performance Working. UKCES, pp. 1-59. Strandberg, C., 2009. The Role of Human Resource Management in Corporate Social Responsibility. Issue Brief and Roadmap. [Online] Available at: http://corostrandberg.com/wp-content/uploads/files/CSR_and_HR_Management1.pdf [Accessed February 01, 2014]. Read More