high performance work systems
High Performance Work Systems are used to intensify work and exploit workers. Critique this statement.
What is a high performance work system? The components of such a system have been best described as “a group of seperate, but interconnected human resource practices that together recruit, select, develop, motivate and retain employees” (Zacharatos et al. 2005, p. 79). These systems of management practices see to raise the level of authorisation of employees and develop their skills to allow them to be motivated in taking control of this new increased authorisation and empowerment. So do these performance systems work? They have been put under speculation and heavy criticism from many theorists for not being able to produce such preferred successful results. There is obviously a change when these systems are in effect but this essay serves to analyse whether these changes are positively challenging workers and emerging a powerful, well working task-force or rather employees pushed beyond their boundaries and skill level producing only a mediocre output. We must also distinguish between organisational performance and HPWS ' as to see if these systems are actually successful or do not see to aid the workforce then of course the organisational performance of the firm is obviously benefited or disadvantaged. The organisational performance is basically what the end product that a groups or members of workforce produce through tasks addressed to them and the HPWS is what motivates them to complete these tasks effectively and efficiently. Do these systems work? Or are they to stressful against employees?
Over the years of HR practise, theorists of strategic human resource management often tend to direct their attention towards many different HR practises built from years of strategies that see to improve motivation, involvement and commitment within the organisation. HPWS ' are practices that sees to develop and increase levels of performance. Research suggests that
What is a high performance work system? The components of such a system have been best described as “a group of seperate, but interconnected human resource practices that together recruit, select, develop, motivate and retain employees” (Zacharatos et al. 2005, p. 79). These systems of management practices see to raise the level of authorisation of employees and develop their skills to allow them to be motivated in taking control of this new increased authorisation and empowerment. So do these performance systems work? They have been put under speculation and heavy criticism from many theorists for not being able to produce such preferred successful results. There is obviously a change when these systems are in effect but this essay serves to analyse whether these changes are positively challenging workers and emerging a powerful, well working task-force or rather employees pushed beyond their boundaries and skill level producing only a mediocre output. We must also distinguish between organisational performance and HPWS ' as to see if these systems are actually successful or do not see to aid the workforce then of course the organisational performance of the firm is obviously benefited or disadvantaged. The organisational performance is basically what the end product that a groups or members of workforce produce through tasks addressed to them and the HPWS is what motivates them to complete these tasks effectively and efficiently. Do these systems work? Or are they to stressful against employees?
Over the years of HR practise, theorists of strategic human resource management often tend to direct their attention towards many different HR practises built from years of strategies that see to improve motivation, involvement and commitment within the organisation. HPWS ' are practices that sees to develop and increase levels of performance. Research suggests that
Bibliography: Applebaum, E. Bailey, T. Berg, P. Kalleberg, A. L. 2000, Manufacturing Advantage: Why High-Performance Work Systems Pay Off, Cornell University Press, London. Bohlander, G. Snell, S. 2010, Managing Human Resources, Fifteenth Edition, South-Western Cengage Learning, Canada Chi, N., & Lin, C Den Hartog, D. N., & Verburg, R. M. (2004). High performance work systems, organisational culture and firm effectiveness. Human Resource Management Journal, 14(1), 55-78. Retrieved from EBSCOhost Galang, M Hsi-An, S., Yun-Hwa, C., & Chu-Chun, H. (2005). CAN HIGH PERFORMANCE WORK SYSTEMS REALLY LEAD TO BETTER PERFORMANCE?. Academy of Management Annual Meeting Proceedings, G1-G6 Hsi-An Shih, Yun-Hwa Chiang, Chu-Chun Hsu Iverson, R. D., & Zatzick, C. D. (2011). The effects of downsizing on labor productivity: The value of showing consideration for employees ' morale and welfare in high-performance work systems. Human Resource Management, 50(1), 29-44 Kling, J LIU, W., GUTHRIE, J. P., FLOOD, P. C., & MACCURTAIN, S. (2009). UNIONS AND THE ADOPTION OF HIGH PERFORMANCE WORK SYSTEMS: DOES EMPLOYMENT SECURITY PLAY A ROLE?. Industrial & Labor Relations Review, 63(1), 109-127 Macky, K., & Boxall, P Seyed-Mahmoud Aghazadeh, & Moijtaba Seyedian. (2004). The high-performance work system: is it worth using. Team Performance Management, 10(3/4), 60-64. Retrieved August 18, 2011, from ABI/INFORM Global. Tsai, C. (2006). High performance work systems and organizational performance: an empirical study of Taiwan 's semiconductor design firms. International Journal of Human Resource Management, 17(9), 1512-153 Van Buren, Mark E, Werner, Jon M Varma, A., Beatty, R. W., Schneier, C. E., & Ulrich, D. O. (1999). High Performance Work Systems: Exciting Discovery or Passing Fad?. Human Resource Planning, 22(1), 26-37. Retrieved from EBSCOhost.