Question:
As part of an ongoing programme of organisational change, your HR director wants to introduce a new performance management process, which will sit alongside other people management and HR practices that have been designed to support High Performance Working within your organisation.
She has sked you to provide an initial report based on your research covering the concept of ‘High Performance Working’ (HPW) and the extent to which it supports sustainable organisational performance. She asked that you base you report on secondary source material, particularly literary sources.
Your report should analyse and explain:
The concept of HPW (AC 1.1)
Definition of the key components of HPW (i.e. perspectives on the range of processes, practices or systems that might be included in the best HPW best practice bundle (AC 1.1)
Barriers to implementing HPW in organisations (AC 1.3)
You should also provide an evaluation of the evidence demonstrating a link between HPW and:
Employee well-being
Competitive advantage
Sustainable organisational performance (1.2)
You will need to make reference to academic research and literature in your brief.
Please also comment on how you will transfer the new knowledge and skills gained during this assignment into working practices. You may also use this reflection for your CPD.
You should also include 3-5 references from up to date and relevant sources in order to support your findings. This assignment must be submitted through Online Services
Solution:
The concept of HPW (AC 1.1)
High-Performance working (HPW) is a general practice to the management of an organisation venturing on practices of encouraging more effective employee involvement and commitment with the primary goal of achieving high levels of performance (UK Commission for Employment and Skills 2011). Additionally, Tamkin (2004) identified the HPW as a series of practices, policies, and processes set up and integrated leading to an improvement of the employee performance. There exist different definitions for the HPW with a general emphasis being placed on the capacity of creating an empowered and engaged workforces for the production of high-quality services and goods. These practices are mainly targeted to the organisations shifting to flatter and less hierarchical structure which is established on the basis of communication and trust.
The HPWO is a unique concept-oriented on principles that its practices were geared on the theory that competition scopes beyond the limitations of cost to focus on specific aspects. In this case, it can be noted that the process focuses on the incremental improvements in the quality of produced goods or the rendered services. In the end, it focuses on the organisation of labour ensuring all the employees are in an ideal position of effectively contributing to the performance of the organisation. Research has pointed out that the principle of HPW scopes beyond a single repository of knowledge to accommodate workers with social and problem-solving skills and technical skills necessitating possession of increased levels of skills and learning through a continuous process (Maat, 2012; Tamkin, 2005; Thompson, 2007).
Definition of the critical components of HPW (i.e., perspectives on the range of processes, practices or systems that might be included in the best HPW best practice bundle (AC 1.1)
According to CIPD (2015), HPW components can be defined in the context of the perspectives on the range of processes, practices or systems that could be integrated into the best HPW best practice process. First, it can be identified as a vision based on the need to harness the value of the customer through differentiation of products and services in the organisation through a focus on the customization for suiting the needs of individual clients. After this……………………………………………………………………………………………………….Please download the complete assessment below