IOP Individual Assignment
CIPD Diploma in Human Resources Management
Improving Organisational Performance / Using Information in Human Resource
Literature review of High Performance Working March 23th, 2015
© National College of Ireland
Declaration of the Student
Monika Dakowicz is a student at National College of Ireland attending the CIPD Diploma in Human Resources Management.
Monika Dakowicz made this Improving Organisational Performance/Using Information in HR assessment on her own.
Monika Dakowicz
National College of Ireland, March 23th, 2015
Contents
Introduction……………………………………………………………………………………………..4
What is HPW?…………………………………………………………………………………………..5
What is HPWO?………………………………………………………………………………………..7
Main principles and systems of HPWO…………………………………………………...10
HPW and sustainable organisational performance………………………………….14
Business case for HPWO, objectives and any potential barriers……………….15
Strengths and weaknesses of different methods of primary research……..16
Conclusion………………………………………………………………………………………………18
Bibliography……………………………………………………………………………………………19
Introduction
Over the past two decades, there has been an explosion in the volume of researches examining the impact of HR on company performance. A central theme of this research has been how High Performance Work Systems (HPWS) impact on the competitiveness and innovative capabilities of firms.
The main goal for contemporary organizations is to increase productivity and a sustained competitive advantage without unfavorable impacts upon workers. Many authors on the subject of high performance would not draw divisions between high performance, people and culture. (Sackmann, S. A., Davenport, T. H., Long, D. W., Beers, M. C.,1998).
The objective of this paper is to reflect upon the high performance work organisations framework, evaluate if there is a link between HPW and sustainable organisation performance and competitive advantages, considering a business case for HPWO.
Improving Organisational Performance / Using Information in Human Resource
Literature review of High Performance Working March 23th, 2015
© National College of Ireland
Declaration of the Student
Monika Dakowicz is a student at National College of Ireland attending the CIPD Diploma in Human Resources Management.
Monika Dakowicz made this Improving Organisational Performance/Using Information in HR assessment on her own.
Monika Dakowicz
National College of Ireland, March 23th, 2015
Contents
Introduction……………………………………………………………………………………………..4
What is HPW?…………………………………………………………………………………………..5
What is HPWO?………………………………………………………………………………………..7
Main principles and systems of HPWO…………………………………………………...10
HPW and sustainable organisational performance………………………………….14
Business case for HPWO, objectives and any potential barriers……………….15
Strengths and weaknesses of different methods of primary research……..16
Conclusion………………………………………………………………………………………………18
Bibliography……………………………………………………………………………………………19
Introduction
Over the past two decades, there has been an explosion in the volume of researches examining the impact of HR on company performance. A central theme of this research has been how High Performance Work Systems (HPWS) impact on the competitiveness and innovative capabilities of firms.
The main goal for contemporary organizations is to increase productivity and a sustained competitive advantage without unfavorable impacts upon workers. Many authors on the subject of high performance would not draw divisions between high performance, people and culture. (Sackmann, S. A., Davenport, T. H., Long, D. W., Beers, M. C.,1998).
The objective of this paper is to reflect upon the high performance work organisations framework, evaluate if there is a link between HPW and sustainable organisation performance and competitive advantages, considering a business case for HPWO.
Bibliography: 1. Ashton, D., Sung, J (2005) High Performance Work Practices: linking strategy and skills to performance outcomes 2. Ashton, D., Sung, J. (2002) Supporting Workplace Learning for High Performance Working, Geneva, ILO. 3. Belt, V., Giles, L., Campbell, M.,(2009)High Performance Working: Synthesis of Key Literature, Evidence Report 4, UK Commission for Employment and Skills, London. www.ukces.org.uk 4 6. Collins, J. C. and Porras , J. (1994) Built to Last: successful habits of visionary companies. Harper Business Books. 7 8. Gunnigle, P.; Heraty, N.; Morely, M.J., (2006) Human Resource Management in Ireland. 3th edition, Dublin: Gill and Macmillan. 9. Holbeche,L. (2005) The High Performance Organization. 1st edition, Burlington: Elsevier, Butterworth-Heinemann.