High Involvement Management and Human Resource Sustainability
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1. INTRODUCTION:
Firms are facing an increasing struggle to gain competitive advantage in a much larger and more demanding marketplace. Markets stretch across international boundaries, trade barriers have crumbled and distribution channels have become more efficient. State intervention in many markets has diminished and many organizations confront increasing number of competitors. In addition, consumers demand higher quality products and services than before, delivered faster, and at a lower price. As a means to confront these challenges, a greater focus has been placed on management strategies to increase organizational productivity and efficiency at the workplace. The relationship between organizational performance and two dimensions of the ‘high performance work system’ – high involvement management (HIM) and human resource sustainability (HRM) – is widely assumed to be mediated by worker well-being. Employee involvement: A process for empowering employees to participate in managerial decision-making and improvement activities appropriate to their levels in the organization. High involvement management: Practices such as team working, empowerment, idea capture schemes, information-sharing on quality, customer feedback and business results, organizational performance-related reward systems, and extensive training and development, including the social and problem-solving skills required for high involvement working. Human recourse sustainability: The capacity of the organization to create and regenerate value through the sustained application of participative policies and practices. 2. PURPOSE The objectives ,originally specified were that, 1) To examine the nature of HIM, lean production and human resource sustainability , including the association between each of them. 2) To examine the contexts where they are found and predictors of their use. 3. LITERATURE REVIEW: Paul J. Gollan,Asia Pacific Journal of Human Resources, April 2005; vol. 43, 1:
1. INTRODUCTION:
Firms are facing an increasing struggle to gain competitive advantage in a much larger and more demanding marketplace. Markets stretch across international boundaries, trade barriers have crumbled and distribution channels have become more efficient. State intervention in many markets has diminished and many organizations confront increasing number of competitors. In addition, consumers demand higher quality products and services than before, delivered faster, and at a lower price. As a means to confront these challenges, a greater focus has been placed on management strategies to increase organizational productivity and efficiency at the workplace. The relationship between organizational performance and two dimensions of the ‘high performance work system’ – high involvement management (HIM) and human resource sustainability (HRM) – is widely assumed to be mediated by worker well-being. Employee involvement: A process for empowering employees to participate in managerial decision-making and improvement activities appropriate to their levels in the organization. High involvement management: Practices such as team working, empowerment, idea capture schemes, information-sharing on quality, customer feedback and business results, organizational performance-related reward systems, and extensive training and development, including the social and problem-solving skills required for high involvement working. Human recourse sustainability: The capacity of the organization to create and regenerate value through the sustained application of participative policies and practices. 2. PURPOSE The objectives ,originally specified were that, 1) To examine the nature of HIM, lean production and human resource sustainability , including the association between each of them. 2) To examine the contexts where they are found and predictors of their use. 3. LITERATURE REVIEW: Paul J. Gollan,Asia Pacific Journal of Human Resources, April 2005; vol. 43, 1: