HPWPs are internal systems and structures that are associated with successful companies
Employees important for competitive advantage
Value of employees increased through specific practices.
Maximum benefit when org practices are bundled
No consensus, but HPWPs include:
Employee involvement and work autonomy (and their combination as self-
Employee competence (training, selection, etc.).
Describe the characteristics of high-performance workplaces and
A high performance workplace is a combination of technology, process, management and leadership that employees can
create more value. This type of performance allows employees to interact more productivly with the necessary tools to get
the job done.
We can look at the High Performance Worplace philosophy as a philosophy based on positive assumptions, respect,
identification and elimination of negatives, training/development, two way commuication, employee interaction and
involvement, competitve wage and benefits. In a high performance work organization (HPWO), employee basic skills are
just one of many components (Jurmo et al. 1994). HPWOs feature flatter organizational structures, work done by teams of
highly skilled workers, and a focus on quality, customer service, and continuous improvement (Kerka 1995). In addition to
producing high-quality products and services, an HPWO also "provides a high quality of
for all employees" (Jurmo
et al. 1994, p. 4).
High Performance Organizations can be small companies to large corporations. Every business deserves the right and the
ability to grow in an effective business, and when the key management skills and strategies the company can grow and
improve performance and productivity. Once this is done, the company will be able to increase their
hire more employees, and increase their reputation allowing the company to succeed even more.
Discuss how high-performance workplaces and organizations differ from
traditional organizations regarding operational effectiveness, workplace stress,
and organizational dynamics.
Modern high performance workplaces differ grandly from traditional organization in terms of operational effectiveness,
workplace stress, and organizational dynamics. High performance workplaces must master the task of adapting to an
ever-changing business industry that traditional, stuck’ in’ their' ways’, organizations are lacking. High performance
organizations are general deeply entrenched within the technological/electronic age and the effects resulting.