High Performance Working & Performance Management - Desklib
Added on -2019-09-21
This article discusses High Performance Working (HPW) and Performance Management and their impact on organizational performance. It explores the components, barriers, and evaluation of results of HPW. It also explains the role of line managers, HR, and L&D in PM. The article highlights the importance of diversity, inclusion, talent management, and succession planning. It further delves into change management, communities of practice, EVP, and culture in HPO.
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Dana & JessicaImproving Organizational PerformanceSection 1: High Performance Working & High Performance Working Organization1.1 Analysis of the concepts and componentsHigh Performance Working (HPW)TheUK Commission on Employment and Skillsdefine HPW as:‘a general approach to managing organisations that aims to stimulate moreeffective employee involvement and commitment in order to achieve high levels ofperformance... designed to enhance the discretionary effort employees put intotheir work, and to fully utilise the skills that they possess.’-You can also define in the context of your organization High performance team is a pool of talented employees working towards the achievement of common goal ,vision of the organization by effective collaboration, and team work.-It is a way of working that raises productivity and employee wellbeing-Components of HPWStrong vision High commitment from managementFlexibility – e.g decision makingEmployee Engagement – driven by extrinsic and intrinsic motivation (motivational theories) TRA has high bonus rewards for individual and
Dana & Jessicateams. Also employee are also appreciated for team work with certificates.Creating and sustaining the culture – driven by mutual trust, enthusiasm and commitment to the direction taken by organization.High Performance Working Organization (HPWO)Engaged and empowered workforces and high quality of products and servicesTeamwork is a cornerstone Highly effective companies manifest 14 characteristics (BCG Analysis, 2011)TRA is a high performance working organization as we technicial team and the only authority regulating the country’s telecoms operators.Referenceshttps://www.industryforum.co.uk/resources/articles/high-performance-working-hpw/https://www.employment-studies.co.uk/system/files/resources/files/mp36.pdfhttps://www.cipd.co.uk/knowledge/strategy/sustainable-performancehttps://hpoinsight.com/https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/developingandsustaininghigh-performanceworkteams.aspx1.2 Evaluation of results of HPWSustained Organization PerformanceSustain performance in consideration of both internal and external challengesHigh-performance working practices – effective people management practices, setting up the organization climate ( High employee involvement practices, HR practices, reward practices etc. ) 2005 CIPD research established 35 complimentary HPW covering 3 broad areas.High-performing individuals - well-designed HR policies and strategies result in higher levels of organization performance through developing
Dana & Jessicacapable and motivated individuals and giving them the opportunity to perform to high levels. You can refer to CIPD report (Understanding thePeople and performance link: unblocking the black box )Employee Wellbeing-Individual’s overall health – mental, physical and emotional. -Job satisfaction – discretionary effort-Commitment - Emotional attachment to improve performance-Diversity and inclusion-TRA gives a good work life balance for employees with good instric rewards and extrinsic rewards.Referenceshttps://www.anzam.org/wp-content/uploads/pdf-manager/1208_BARTRAM_TIMOTHY-479.PDFhttps://www.cipd.co.uk/Images/moving-employee-well-being-agenda-forward_2016_tcm18-15556.pdfCompetitive Advantage Changes in the workplace, reengineered processes which results to higher productivityReferenceshttps://www.employment-studies.co.uk/system/files/resources/files/mp36.pdf1.3 Main Barriers to HPWGlobalization – dimensions (advantages & disadvanbtage)Trust – Five mistakes as a trusted advisorRefer to p 37 of the workbook – measuring HPWLack of support from managementCost factorsLack of consultationMarket environment
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