University Leadership and Management: HPWS Impact on Performance

This report examines the impact of High Performance Work Systems (HPWS) on organizational performance, focusing on the interconnectedness of HR practices designed to enhance employee skills and productivity. It highlights the crucial role of first-line managers in HPWS, including performance management, training, and employee development. The report explores how skill-enhancing, motivation-enhancing, and opportunity-enhancing HR practices influence human capital, employee motivation, and financial outcomes. It also discusses the collaborative roles of line managers and HR managers in implementing HPWS, covering aspects like department staffing, workforce strategy, performance management, and conflict resolution. References from academic sources support the analysis, emphasizing the importance of HPWS for achieving a competitive advantage and improved organizational results.

Running head: IMPACT OF HIGH PERFORMANCE WORK SYSTEM
Running head: IMPACT OF HIGH PERFORMANCE WORK SYSTEM
Name of the Student
Nam of the University
Author note

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IMPACT OF HIGH PERFORMANCE WORK SYSTEM
High performance work system
The high performance work system can be considered as the group of separate but interlinked
with the human resource practices designed for enhancing the employee’s performance effort
and skills. The enhancement of the employee’s productivity, commitment and skills leads to
the desired outcomes for organization and gives a competitive advantage for the organization.
Leadership management for HPWS
There is plenty of the general evidence of the first line involvement in the human resource
management work. The first line managers are usually involved in the various areas of HPWS,
the first line managers plays an important role in the performance management system as they
are in the charge of the setting the performance objectives, providing the performance
feedback and undertaking the performance appraisals. This is also evident that the first line
managers indentifies the needs of training for the employees and detecting who requires
training and creating the comfortable and the supportive environment for transferring training
(Boxall and Macky 2007). Furthermore, they look after the career progression and the career
development. They keeps in touch with the employees so they can motivate the employees for
development and career aspirations and have the perfect perception of the employee
performance and the potentials in the light of providing promotions. The first line managers
are central to the employee participation as they are the primary representatives of the
organization to whom employees can ask, suggest and express their ideas, thus the first line
managers are considered as the important contributors of the human resource management
operations (Pombo and Gomes 2018).

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IMPACT OF HIGH PERFORMANCE WORK SYSTEM
Organization performance
The three HPWS categories like the skill enhancing hr practices, motivation enhancing HR
practices and the opportunity enhancing HR practices influenced the human capital (HC) and
motivation of employees in various ways. The employee motivation and the human capital are
related to the operational outcomes and the voluntary turnover. This shows a closer relation
between the voluntary turnover, productivity and the financial outcomes. The findings also
show a direct relationship between the skill enhancing, motivation enhancing categories and
the financial outcomes. The research studies proposed that the other relations may be
management practices or the organisational factors like the leadership and culture. This is also
found out that the HPWS are positively linked with the financial performance; the financial
outcomes can be achieved through encouraging the desired behaviours of the employee and
growing up human capital (Cummings and Worley 2014).
Role of line manger and HR manger for implementing HPWS
The organization which has been experienced that do not use the HPWS approach can
implement the required changes that can be brought by the line manager and the HR mangers.
The line manager and the HR manger need to work together for implementing the high
performance work system. The core reason for the employees to work together is that both the
parties are interested in ensuring the organization’s success. The following things need to be
done by the line manager and HR mangers are Department staffing that is the HR and line
managers need to communicate regularly for maintaining the employee performance and
determining employee skills. Whenever, there is a vacancy in the line manager post the HR
recruiter reviews the job description for the accuracy and completeness (Sikora and Ferris

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IMPACT OF HIGH PERFORMANCE WORK SYSTEM
2014). The work force strategy that is there should be the strategic planning between the HR
and the line managers that involves the demands to determine whether to train the present
employees or to recommend for their promotion. The performance management need to be
maintained by the line mangers and the HR mangers. The conflict resolution that is the
workplace conflict occurs when any employee shows different culture, personality and styles,
then the line manger need to seek the HR’s advice for resolving issues (Kilroy and Dundon
2015).

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IMPACT OF HIGH PERFORMANCE WORK SYSTEM
References
Boxall, P. and Macky, K., 2007. High‐performance work systems and organisational
performance: Bridging theory and practice. Asia Pacific Journal of Human Resources, 45(3),
pp.261-270.
Cummings, T.G. and Worley, C.G., 2014. Organization development and change. Cengage
learning.
Kilroy, J. and Dundon, T., 2015. The multiple faces of front line managers: A preliminary
examination of FLM styles and reciprocated employee outcomes. Employee Relations, 37(4),
pp.410-427.
Pombo, G. and Gomes, J., 2018. How Does Work Engagement Mediate the Association
between Human Resources Management and Organizational Performance?.
Sikora, D.M. and Ferris, G.R., 2014. Strategic human resource practice implementation: The
critical role of line management. Human Resource Management Review, 24(3), pp.271-281.