High Performance Working
Leadership and Management
Managing and Leading People
High Performance Working
The Concept of High Performance working has various interpretations. One common explanation is that ‘high performance working has come to be associated with the achievement of High levels of performance, profitability and customer satisfaction by enhancing skills and engaging the enthusiasm of employees.” (ILO 2002)
Many organisations are under pressure to become more efficient in reaching targets and deadlines and aiming to generate high added value.
The CIPD (June 2008) highlights that High performance working is better suited to product and service sectors in which are least concerned with the mass customisation and more concerned the needs of Individual customer.
High Performance working practices
There are various definitions of what the practices should actually cover but one that is most widely accepted is that they cover three broad areas (Sung & Ashton 2005)
• High employee involvement practices • Human resource practices • Reward and commitment practices
Within the three broad areas, as described by Sung and Ashton (2005) are “Bundles” of practices and are as follows:
High employee involvement practices that include internal staff surveys, staff suggestion schemes, quality circles, cross –function teams and self-managed teams.
High Involvement practices are ones that encourage empowerment of individuals. They enable greater communication through a greater sense of trust between the employees and the employer.
The second area of human resources practices include things like annual appraisals, mentoring, providing formal feedback on job performance, annual reviews on of employees ‘training needs and reviewing vacancies in relation to business strategy.
These sorts of practices focus on the skill set of the organisation and aim to raise employees’ skills in order to improve things such as quality of work and levels of customer
Managing and Leading People
High Performance Working
The Concept of High Performance working has various interpretations. One common explanation is that ‘high performance working has come to be associated with the achievement of High levels of performance, profitability and customer satisfaction by enhancing skills and engaging the enthusiasm of employees.” (ILO 2002)
Many organisations are under pressure to become more efficient in reaching targets and deadlines and aiming to generate high added value.
The CIPD (June 2008) highlights that High performance working is better suited to product and service sectors in which are least concerned with the mass customisation and more concerned the needs of Individual customer.
High Performance working practices
There are various definitions of what the practices should actually cover but one that is most widely accepted is that they cover three broad areas (Sung & Ashton 2005)
• High employee involvement practices • Human resource practices • Reward and commitment practices
Within the three broad areas, as described by Sung and Ashton (2005) are “Bundles” of practices and are as follows:
High employee involvement practices that include internal staff surveys, staff suggestion schemes, quality circles, cross –function teams and self-managed teams.
High Involvement practices are ones that encourage empowerment of individuals. They enable greater communication through a greater sense of trust between the employees and the employer.
The second area of human resources practices include things like annual appraisals, mentoring, providing formal feedback on job performance, annual reviews on of employees ‘training needs and reviewing vacancies in relation to business strategy.
These sorts of practices focus on the skill set of the organisation and aim to raise employees’ skills in order to improve things such as quality of work and levels of customer