HPWS at Tomex Incorporated
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Principles of Management
November 19, 2013
Professor Christofferson
HPWS at Tomex Incorporated
1) Evaluate the key aspect’s of Tomex’s high-performance work systems? How do they reflect the underlining principles of HPWS?
The primary principles that support high-performance work systems are four simple but powerful principles, these principles are the building blocks for an organization using HPWS. Since using the HPWS Tomex increased their performance significantly. The first principle of HPWS is Engalitarianism and Engament, this principle eliminates status and power differences and increases collaboration and teamwork. During Tomex transition to HPWS the company’s manager changed the job classification to two “employees were reorganized into self-managed teams empowered to make decisions typically made by managers and supervisors” by doing this, Tomex is applying the first pillar of HPWS since they are eliminating status and power differences. The second building block is Shared information, members in the organization hold ten-minute meetings at the beginning and end of each meeting, to discuss problems, focus on goals and check performance, workers are “aquainted with the nature of their own work and are therefore in the best position to recognize problems”. The third principle is Knowledge Development, Tomex applied it by having their brand new employees highly trained, they were required to expend more than 30% in the job training, by doing this Tomex ensured that all of their employees were more well rounded and they were working and learning in a “real time” environment using innovative new approaches to solve problems. The last but not least building block is Performance-Reward Linkage is that employees will pursue successful outcomes in exchange to have a beneficial result for themselves, I believe Tomex workers would benefit themselves by being their own managers, they did not have to worry to bring their work to someone’s table or
Principles of Management
November 19, 2013
Professor Christofferson
HPWS at Tomex Incorporated
1) Evaluate the key aspect’s of Tomex’s high-performance work systems? How do they reflect the underlining principles of HPWS?
The primary principles that support high-performance work systems are four simple but powerful principles, these principles are the building blocks for an organization using HPWS. Since using the HPWS Tomex increased their performance significantly. The first principle of HPWS is Engalitarianism and Engament, this principle eliminates status and power differences and increases collaboration and teamwork. During Tomex transition to HPWS the company’s manager changed the job classification to two “employees were reorganized into self-managed teams empowered to make decisions typically made by managers and supervisors” by doing this, Tomex is applying the first pillar of HPWS since they are eliminating status and power differences. The second building block is Shared information, members in the organization hold ten-minute meetings at the beginning and end of each meeting, to discuss problems, focus on goals and check performance, workers are “aquainted with the nature of their own work and are therefore in the best position to recognize problems”. The third principle is Knowledge Development, Tomex applied it by having their brand new employees highly trained, they were required to expend more than 30% in the job training, by doing this Tomex ensured that all of their employees were more well rounded and they were working and learning in a “real time” environment using innovative new approaches to solve problems. The last but not least building block is Performance-Reward Linkage is that employees will pursue successful outcomes in exchange to have a beneficial result for themselves, I believe Tomex workers would benefit themselves by being their own managers, they did not have to worry to bring their work to someone’s table or