MT 203 Unit 9 Chapter 16.pdf.zip

MT 203 Unit 9 Chapter 16.pdf.zip - ROB LEVINE/CORBIS...

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chapter PART 6 Expanding Human Resources Management Horizons 689 Creating High-Performance Work Systems 16 Discuss the underlying principles of high-performance work systems. After studying this chapter, you should be able to Identify the components that make up a high-performance work system. Describe how the components fit together and support strategy. Recommend processes for implementing high-performance work systems. Discuss the outcomes for both employees and the organization. Explain how the principles of high-performance work systems apply to small, medium-sized, and large organizations. objective 1 2 3 4 5 6
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o, you’ve finished reading fifteen (or so) chapters on HRM. Congratu- lations—textbooks do not always make for the most gripping reading. And if you read this one cover to cover, you were probably cramming for an exam. But before you close this book, think about the follow- ing question: What is more difficult—designing effective HR practices or managing them all together as one system? In the past, HR textbooks simply ended after each individual aspect of HRM was introduced and explained. But in today’s competitive environment, many organiza- tions are discovering that it’s how the pieces are combined that makes all the differ- ence. After all, managers typically don’t focus on staffing, training, and compensation practices in isolation from one another. These HR practices are combined into an overall system to enhance employee involvement and performance. So now that we have talked about the individual pieces, we thought it might be useful to spend some time talking about how they fit together into high-performance work systems. A high-performance work system (HPWS) can be defined as a specific combi- nation of HR practices, work structures, and processes that maximizes employee knowledge, skill, commitment, and flexibility. Although some noteworthy HR prac- tices and policies tend to be incorporated within most HPWSs, it would be a mistake for us to focus too much, or too soon, on the pieces themselves. The key concept is the system. High-performance work systems are composed of many interrelated parts that complement one another to reach the goals of an organization, large or small. We will start by discussing the underlying principles that guide the development of high-performance work systems and the potential benefits that can occur as a result. Then we will outline the various components of the system, the work-flow design, HR practices, management processes, and supporting technologies. (See Fig- ure 16.1.) We will also describe the ways in which organizations try to tie all the pieces of the system together and link them with strategy. We end the chapter with a discussion of the processes organizations use to implement high-performance work systems as well as the outcomes that benefit both the employee and the organization as a whole.
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MT 203 Unit 9 Chapter 16.pdf.zip - ROB LEVINE/CORBIS...

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