A high-performance work system is defined as a faction of goal-centered people with specific harmonizing skills and expertise that team up, innovate and generate continually excellent results. The team inexorably pursues performance superiority through collective leadership, goals, collaboration, patent role expectations, rules, and resolution of conflicts, open communication, trust, and a sense of accountability. Research shows that work teams are the stamina of modern work life. For instance, executive teams operate organizations. Matrix teams assist in developing everything and delivery of products in charitable agencies and consumers. Even better, project teams generate new services and products. Sales and marketing teams deliver services and goods to consumers. For this reason, high-performance work teams are imperative to the way companies plan and execute their goals and hence resulting in advanced performance that translates into a unique competitive advantage.
Conversely, a team refers to a collection of individuals that work together to attain something above their interests, but not all of them is high-performance work teams. Teams are a small number of individuals with similar skills and dedicated in a shared goal, approach, and purpose for which they are accountable to one another (Sivasubramaniam, Murry, Avolio, & Jung, 2002). What differentiates high-performance work teams from other kinds of teams is more than a group of individuals just following commands. To efficiently function, a high-performance work team requires the following:
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Trust and interdependence among members
A sundry range of proficiency, which complements the abilities of other members
A deep-rooted sense of commitment and purpose to the mission of the company and the team members
Clear understanding and shared accountability of every member's duties to the team
Comparatively more determined performance objectives than other teams
The implementation of teams is standard in all types of companies all over the world with good intention.
Nevertheless, high-performance work teams have a significant benefit over the work of people since every member of the team can provide fresh talent, ideas, and standpoints. Additionally, these high-performance work teams unavoidably attain goals, require little administration oversight, and implement the strategy as they are responsible and empowered for their function and answerable for performance (Sivasubramaniam, Murry, Avolio, & Jung, 2002). Incentives and compensation are significantly connected to the accomplishment of the personal and team goals, correspondingly with a stronger emphasis on combined team performance. Since superior and excellent team performance is vastly valued, the high-performance work teams do not put up with underperforming and marginal members.
Ways in which High-Performance Work Teams are supported
High-performance work teams with enough trust can be useful in today's work environment full of challenges and still maintain its high performance. Teams that are established on respect and trust flourish even when the organization is experiencing tough times. Nonetheless, it is the responsibility of the administration to support its high-performance work teams. Here is some of how these teams can be recommended:
Institute Communication Etiquettes
It is imperative to know that high-performance work teams communicate in various directions. For instance, member's dialogue with each other talks to their team leaders, and implore communication from individuals outside the organization (Sivasubramaniam, Murry, Avolio, & Jung, 2002). Hence, when establishing the restrictions of the high-performance team structure, the team leader should give details on how communication is expected to flow. This is imperative as it will avoid performance-dampening structures of discussions in the high-performance work teams.
Grant Decision-Making Authority
The structure of high-performance work teams needs to include a command, which provides organizations with the right to formulate decisions and execute them. This is achieved through supervision, but the team members should recognize that they are required to innovate and lead. These structures not only invigorate high-performance work teams but help support them by providing the opportunity for growth (Sivasubramaniam, Murry, Avolio, & Jung, 2002). Dormant teams in an organization cannot be defined as high-performance work teams since growth originates from implementing an effective action plan.
Reward Passionate Team Members
Every company needs passionate team members and leaders. Therefore, it is the responsibility of every organization to motivate its workforce always to solve issues as they emerge. Moreover, the executive should always reward employees that establish teams and generate results through offering recognition, promotions, and bonuses (Hendrikz, 2017)This takes the formation of high-performance work teams out of the executive hands and allows the workforce to take charge of their answers to emerging issues. When establishing a high-performance work team, ensure that employees that take initiatives are significantly valued.
Mutual Recognition
Every high-performance work system need to provide mutual recognition to its team members that achieve the set goals of the company (Hendrikz, 2017)Even though a team leader needs to be rewarded for creating the team, and other members also need to be recognized for their efforts to the accomplishment of the team. For instance, if a high-performance work team in your company formulates solutions that raise the bottom line of the company through increased revenues and savings, consider allocating a part of the income with them. Human resource management should also recognize and applaud team members openly through promotions, and organizing award ceremonies.
Publish the High-Performance Work Systems
An efficient human resource manager ensures that the workforce does not guess what is happening within the organization. He/she lets the employees know that they are creating a high-performance work system (Sivasubramaniam, Murry, Avolio, & Jung, 2002). Therefore, it is the responsibility of the human resource manager to formulate policies, procedures, and protocols for the teams. Amazingly, this will capture the attention of the workforce as they take it as an opportunity to grow and thrive in the organization.
How Labor Unions Impact High-Performance Work Teams
Majority of human resource managers consider labor unions as impediments to performance, which has resulted in substitution, suppression, and avoidance of labor unions. Nonetheless, research shows that labor unions can play a positive and considerable role in improving organization competitiveness by helping in the creation of high-performance work systems. For instance, labor unions play a paramount role in eradicating most of the obstacles to the espousal of high-performance work structures through advocating for permanent changes that positively influence the organization (History.com Staff, 2009). Even better, labor unions can campaign for communication infrastructure, which supports the inclusion of high-performance work systems. They also aid in creating workforce trust, job security, and cooperation in which high-performance work teams need. More studies have also revealed that high-performance work teams are substitutes of labor unions as they initiate a direct employee voice and hence negating the need for mutual workforce voice.
To sum up, I work in a company where there are two active and high-performance work teams, which understands their missions and how they influence the general activities of the company. Two unusual features of these high-performance work teams are that they work collaboratively and have common realistic and measurable goals.
References
History.com Staff, (2009) Labor Movement. Retrieved on October 12th from www.history.com/topics/labor
Hendrikz, R, (2017). The Reality of Winning – High Performance in Teams |TEDxHultAshridge." YouTube, Retrieved on October 12 from, YouTube/UhUkawdY2Bg.
Sivasubramaniam, N., Murry, W. D., Avolio, B. J., & Jung, D. I. (2002). A longitudinal model of the effects of team leadership and group potency on group performance. Group & Organization Management, 27(1), 66-96.
