5IVP Improving organisational performance Assessment


This evidence-based brief entails a business report for introducing a high-performance working (HPW) practices into an organisation. The structure of the report follows a brief analysis of the HPW, performance management cycle, and recommendations for creating a sustainable high-performance culture.


1.1 Analysis of the Concept and Components to HPW

High-Performance Working (HPW) refers to a holistic approach in organisational management that purpose to stimulate and increase employee commitment and involvement. The central objective of HPW is to attain high-performance levels. According to the UKCES (2013), HPW is essential since enhancing skills’ supply in an organisation does not automatically improve productivity. Zhu, Liu, and Chin (2018) define the concept as several cooperating and coordinating human resources management (HRM) practices to improve the employee and organisational performance. Notably, HPWs employ flat company structures to train staff, establish a safe environment, and ensure competitive compensation. These elements result in sustainable competitive advantage and both the individual and organisational growth in the long-term.

The different definitions of HPWs revolve around the concepts of improving the quality of goods and services, enhancing organisational competitive advantage, and promoting workers’ competence. Tamkin (2004), espouse that main practices associated with HPW include training and skills, empowerment, compensation, communication, and trust. The combination of these skills is aimed at enhancing teamwork and aligning employee competence with the firm or business strategy. Further, HPW concept is associated with improved self-confidence and flexibility among the employees. HPW concept is also explained from the labour structuring context. According to Iverson and Zatzick (2011), HPW ensures that employees are well situated within the organisation to contribute to its performance. Essentially, labour structuring determines the individual’s performance in the business environment thus ensure the employee’s satisfaction.

There are four core components of HPW in the CIPD context.

  • A vision that is centered on enhancing customer value through distinguishing the firm’s services or products and transitioning towards customization. This is aimed at meeting the customers’ needs.
  • Effective leadership and management throughout the company to foster momentum.
  • A decision making that is decentralized and devolved to meet the customer’s needs and promote the individual’s capabilities and performance.
  • Support organisational culture and systems comprising of people management processes and perform operations in line with the company’s objectives to build commitment, trust, and enthusiasm according to the organisational direction.

1.2 The Link Between HPW and Sustained Organisational Performance, Employee Well-Being, and Competitive Advantage

1.2.1 HPW and Organisational Performance

The relationship between organisational performance and HPW is elucidated in the HRM context. Li, Naz, Khan, Kusi, and Murad (2019) posit that HPW is associated with several HRM practices, including performance management and staffing. The relationship between HPW and organisational performance is based on entrepreneurial orientation and employee performance. Drawing from contingency theory as described by Harney (2016), HRM should align with other elements of the organisation. The effectiveness of HR practices, such as staffing, is based on the application context. Failure to achieve the fit between HR practice and context result in suboptimal performance. Entrepreneurial orientation is viewed from the organisational mind pattern and reflects on the firm’s willingness and attitude in business activities. HPW ensures that organisations are oriented towards innovativeness, pro-activeness, and taking risks. Innovativeness entails updating the managerial approaches, enhancing manufacturing modes, and expansion to new markets. Also, new products and services are launched which enhances organisational performance. In Chinese organisations for instance, they are described by rapid environmental changes to align with the industrial dynamics. To ensure consistent performance, the organisations are exploring new areas to venture and break through the present thinking patterns.

Organisational performance is associated with workers’ performance. From the CIPD context, HPW aims at prompting employees’ capabilities across all levels (Samdanis & Lee, 2015). The main emphases in HPW are team capabilities, self-management, and project-based actions. In addition, the organisational culture and systems ensure that management processes improve commitment, trust, and enthusiasm among employees, which promote organisational performance. Performance management is another core element in HPW. According to Sahoo and Jena (2012), performance management ensures that the company resources are put into proper use in pursuit of company objectives. The performance management concept is applicable in employee development. Drawing from the Human Capital Theory, performance management ensures the strengths and weaknesses of the employee are established, which inform training programs. The education strategies are aimed at equipping workers with diverse and important skills that are associated with organisational performance.

1.2.2 HPW and Employee Well-Being.

HPW combines HR practices, work culture and structure, and maximizes workers’ flexibility, commitment, individual’s knowledge, and skills. According to Babic, Stinglhamber, and Hansez (2019), HPW promotes the employee’s well-being through improving the individual’s sense of worth, value, and security. Also, HPW improves employee engagement and reduces burnout and strain, which are associated with satisfaction and low-stress levels. Taking an example of Apple UK, the organisation tops in best workplaces. HPW in Apple UK is reflected in a teamwork environment, benefits to employees, and effective corporate culture (Mollah, 2015). Employee wellbeing is reflected in teamwork, where workers support one another. Also, Apple UK ensures a profound work-life balance for the workers, which reduces stress and emotional exploitation. On the other hand, HR practices related to HPW, such as performance management should be conducted appropriately to address the employee wellbeing challenges, including stress and work pressure. HPW also reduces work-to-family conflict (WFC) and promotes work-to-family enrichment, which is associated with improving the individual’s well-being.

1.2.3 HPW and Competitive Advantage……………………………………..Please click the paypal icon below to buy this solution for only $10