Organizational Performance Improvement

RUNNING HEAD: ORGANIZATIONAL PERFORMANCE IMPROVEMENT
Organizational Performance Improvement
Student Details
9/19/2019

ORGANIZATIONAL PERFORMANCE IMPROVEMENT
Contents
1. High Performance Working (HPW) Sustain High Performance Work Organization (HPOW)
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1.1. Meaning and Components of HPW..................................................................................2
1.2. Link of HPW.....................................................................................................................3
1.3. Barriers of HPW................................................................................................................5
2. Participation of High-Level Performance Management as well as Line Managers
Involvement.....................................................................................................................................6
2.1. Stages of Performance Management Cycle and Development and Performance Review
Roles 6
2.2. Involvement of Line Managers in Performance Review Process.....................................7
2.3. Performance Management Process's Contribution...........................................................9
3. Sustain a community of practice to build a high-performance culture..................................11
3.1. Techniques of building trust, enthusiasm, and commitment to a culture of high
efficiency...................................................................................................................................11
Bibliography..................................................................................................................................14
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ORGANIZATIONAL PERFORMANCE IMPROVEMENT
1. High Performance Working (HPW) Sustain High Performance Work Organization
(HPOW)
1.1. Meaning and Components of HPW
Higher performance Work is a standard approach to managing organizations aimed at
encouraging more efficient employee engagement and dedication to achieving high performance
levels. It is intended to improve employees ' deferred effort of their job and to make full use of
the abilities they acquire. The paradigm shift is both a challenge and an potential at all times.
Modern human resource executives face a major challenge to customize with changing company
and working environment contexts and therefore try to transform their institutions into elevated-
performance work systems with those of the correct mixture of people, process, automation and
management structure. Highly efficient Working Scheme not only sounds at innovation or
process, but it also tries to find skilled and talented individuals that can encounter the specific
needs (Alfonso J. Gil, et al., 2018).
Lately, High-Performance Working might have received attention from executives and agencies
of Human Resource. Hardly any process could work out once the appropriate people aren't there,
it will be regarded a difficult task to become an elevated-performance work organization because
all the applicable and essential elements have to fit with each other so that perhaps the system
may function seamlessly (Carl-Ulrik Schierup, et al., 2015). Elevated-performance organizations
were found to be effective as they witnessed productivity increases and very stationary long-term
revenue growth. The High-Performance Operating System is a corrective measure since many
other human resources tools as well as measures, including just-in-time production,
customization, total quality control, and flexible printing technology, can be better performed by
people who meet the specific needs (Eduardo Salas, et al., 2012).
Different organizations need to consider elevated-performance work as a priority. This is so
because while the findings of high-performance employment are several organizational outcomes
along with higher productivity, higher profit margins, reduced expenses, better client
responsiveness as well as greater freedom. High performance job is a functional system that
offers productivity increases if employees are motivated, engaged and given autonomy (Emily A.
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ORGANIZATIONAL PERFORMANCE IMPROVEMENT
Spieler & John F. Burton, 2012). There are a few elements that define the high efficiency of an
organization like this:
 Organizational development: Helping organizations create the ability for change and
higher efficiency is a procedure. High performance from multiple organization resources
can be feasible (Houghton, J.D., Wu, J., Godwin, J.L., Neck, C.P. a, 2012).
 Employee involvement: Extremely committed employee businesses exceed all reports
with disengaged staff, including greater profitability, efficiency, client metrics and lower
turnover.
 Strategy as well as Leadership: This is the methodology for handling and aligning
conduct, strategy, and outcomes of management, three critical components for
developing organizations, teams, as well as performance of people.
 Employee Reward: Today organizations show a strong level of dedication to reinforcing
reward methods aligned with higher performance HR as well as the organization's
objectives to attract, retain and motivate staff.
 Institutional work or structures: High-performance work ensures that the assets of the
corporation are used adequately to pursue the work, processes, and objectives of the
corporation (Karen Becker, et al., 2011).
 Technology: High-performance work utilizes multiple instruments, procedures, and
thoughts to enhance the required results of people and organizations in science,
systematic way.
1.2. Link of HPW
 Sustainable organizational Performance
Highly efficient Working is a fresh human resource governance interdisciplinary model that
includes individuals, technology, and processes. Human resources have been the core resources
of any corporation as they are the company's only resources which can make profitable use of all
the resources across them. Organizations strive to adapt to the modifications by embracing
multiple organizational methods called high efficiency or high human resource participation.
Several practical and theoretical research has shown that, by enhancing their productivity, high-
performance work exclusively influences the general quality of the staff as well as multiple
organization activities. In an organization that operates as a High-Performance System staff
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