The High-Performance Work Systems or Teams (HPWT) is a systems approach that entails a set of management practices attempting to create an environment within an organization where the employee has greater involvement and responsibility. More specifically, HPWT can be defined as the specific combination of human resource practices, work structures, and processes that maximize employee knowledge, skill, commitment, and flexibility (Shin & Konrad, 2017). It builds on the four concepts of employee involvement, training, incentives and technology. This systems approach is evident in the workplace when employees have engaged actively in decision-making where their opinion on development plans are taken into considerations. Additionally, employees are provided with the opportunity to advance their skills through periodic pieces of training and are allowed incentives (Chang & Chen, 2011). This means comfortable compensation. In an organization where employees feel like they are paid adequately according to the services they render, it can be said that the organization has an effective HPWS.
The article by Boxall and Macky on Research and theory on high-performance work systems are interesting in the sense that it points out the notion of a high-performance work system constituting a claim that there is a system of work practices for core workers in an organization that in some way leads to superior performance. For a very long time now, many organizations and key players have held onto this notion that hinders the effective incorporation of HPWT. The article examines the companion terminology of this notion in a bid to dissect it; the high involvement work systems and high commitment management (Boxall & Macky, 2009). The article does an excellent job in arguing that a focus on the high involvement stream usually grounds HPWS studies in an essential area of the workplace change in the current context and rids the key players of the eclectic and contentious selection of best practices.
Delegate your assignment to our experts and they will do the rest.
References
Boxall, P., & Macky, K. (2009). Research and theory on high-performance work systems: progressing the high-involvement stream. Human Resource Management Journal , 19 (1), 3-23.
Chang, P. C., & Chen, S. J. (2011). Crossing the level of employee's performance: HPWS, affective commitment, human capital, and employee job performance in professional service organizations. The international journal of human resource management , 22 (04), 883-901.
Shin, D., & Konrad, A. M. (2017). Causality between high-performance work systems and organizational performance. Journal of Management , 43 (4), 973-997.
