Human Resource Management Report: High Performance Working Review

This report provides a detailed analysis of High Performance Working (HPW) within Human Resource Management. It begins with an introduction highlighting the importance of effective human resource management in modern business, emphasizing the need for continuous performance improvement and competitive advantage. The report then explores the concept of HPW, its various approaches, and its impact on employee involvement, leadership, and strategy formulation. It further examines the effects of HPW on sustained performances, employee wellbeing, competitive advantage, and organizational culture. The report also delves into the performance management cycle, the role of line managers, and the process of performance management. The report concludes with a discussion on building trust and commitment within an HPW culture. The study analyzes the benefits and barriers of HPW, the role of line managers in performance reviews, and the impact of performance reviews on rewarding employees. The report emphasizes the importance of employee involvement, leadership, and strategic alignment in achieving high performance. The study is a valuable resource for students seeking to understand the dynamics of HPW and its implications for organizational success.

Running head: HUMAN RESOURCE MANAGEMENT
Human Resource Management
Name of the Student
Name of the University
Author Note

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Table of Contents
Introduction:...............................................................................................................................3
1.1 Brief Analysis on High Performance Working:..............................................................4
1.2 Effects of HPW:...................................................................................................................7
Impact of HPW on sustained performances:..........................................................................7
Impact of HPW on employee wellbeing:...............................................................................8
Impact of HPW on competitive advantage:...........................................................................8
Impact of HPW on Culture change:.......................................................................................8
1.3 Barriers to the High Performance Working:........................................................................9
2.1 Performance Management Cycle:........................................................................................9
2.2 Involvement of the Line Managers:...................................................................................10
2.3 Performance Management Process:...................................................................................12
3.1 HPW Culture:.....................................................................................................................12
Conclusion:..............................................................................................................................14
References:...............................................................................................................................15

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Introduction:
The importance of the effective management of the human resources in the modern
world of business is observed to be associated with a substantial increment. With a detailed
consideration towards the concept, it is prominent that the modern business organizations are
largely inclined towards incorporating provisions for the scientific management of their
business actions. According to the comments of Noe et al. (2015), the success of the
companies in managing their human resources has proportionate relation to their ability in
conducting a stable business. Noe et al. (2015), further mentioned that the modern business
managers have the objective of achieving larger amount of financial success with the
consumption of the least possible resources. Apart from that, Armstrong and Taylor (2020),
mentioned that majority of the companies are observed to face the necessity of continuously
improving their performances for ensuring their competitive advantage in the industry.
According to the comments of Bratton and Gold 2017), majority of the business industries
are observed to face the necessity of meeting the increasing demands of the market in a
professional manner and in such situation, it becomes important for them to ensure that they
are determined towards achieving high performances in the organizational context. As per the
comments of Van De Voorde and Beijer (2015), the concept of High Performance Working
or HPW is pretty significant considering the urge of the companies in achieving the framed
organizational objectives.
DeCenzo, Robbins and Verhulst (2016), mentioned that the success of the companies
in enhancing the quality of their work structure is perfectly aligned with their ability in
incorporating the high performance work systems in their organizations. The study is focused
on analysing the impact of the High Performance Working systems on the well- being of the
organizations and the enhancement of the team performances. The study precisely analyses

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the concept of the High Performances Working and along with that, the study evaluates the
probable benefits and barriers in implementing the framework. Along with that, the study
assesses the techniques in which the line mangers contribute to the process of performance
review. Along with that, the study analyses the impact of the performance review process in
rewarding the talented employees of the organizations. Other than this, the study provides a
detailed elaboration on the methods that can be followed for building trust and commitment
amongst the professionals in the high performance working culture.
1.1 Brief Analysis on High Performance Working:
With a close look at the concept of the High Performance Working, it is visible that
Van De Voorde and Beijer (2015), termed it to be an approach that the companies apply for
triggering the employees towards enhanced level of involvement and commitment for
achieving higher level of performances. According to the comments of Noe et al. (2015), the
modern business leaders have the tendency of applying the mentioned approach of human
resources management where they have the capability to utilize the skills and capabilities of
the employees in a professional manner. With a close look at the labour and employment
industries and the employers of Sweden, UK, Germany and Finland, the greater significance
of the concept pretty prominent. As the necessity of incorporating the High Performance
Working is prominent, the application of the same in the mentioned countries are observed to
be managed in two different techniques. Primarily, the application of the High Performances
Working in the organizational context is observed to be dependent on two different
approaches which are the voluntary approach and the legislative approach. According to the
comments of Heffernan and Dundon (2016), the organizations that are recognized as High
Performance workplaces, are observed to provide stronger emphasis on the efficient
engagement with the employees and the empowerment of the employees in a professional
manner. As per the comments of Dhar (2015), the dynamics of the High Performance

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Working is observed to be divided into various parts such as the leadership and strategy
formulation, employee involvement, organizational development, rewards and recognition
along with the work organization.
Considering the leadership and strategy, it is understandable that the companies that
are inclined towards achieving the High Performance Working environment, are primarily
equipped with flatter organizational structure. The organizations with the capability of High
Performance Working environment, are largely focused towards achieving less hierarchical
structure where the flow of communication amongst the members of the organizations are
primarily informal in nature (Heffernan and Dundon 2016)). In addition to this, one of the
important aspect of the High Performance Working is the capability of the leaders in
formulating the strategies with the active presence and contribution of the employees working
in the same. The success of the organizations in achieving the high performances is primarily
dependent on the ability of the leaders in engaging and empowering their employees and in
such situation, it becomes crucial for the organizations to ensure that the employees are a
massive part of the decision making process in their organization. As the empowerment of
the employees is one of the main success factor for the organizations in achieving the High
Performance Working environment, it becomes crucial for the leaders to invite opinion or
ideas from the part of the employees during the process of decision making.
According to the comments of Cascio (2015), the freedom provided by the managerial
position holders of the organizations to their employees for participating in the decision
making process or contributing with their own ideas and views, enhances the level of
involvement of the employees with their organizations. At the same time, Marchington et al.
(2016), mentioned that the success of the leaders in providing the freedom to their employees
for participating in the decision making process, will be of great significance in ensuring that
the employees are sufficiently motivated for managing the operational activities that they

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have framed for themselves. As a result, the companies are in a better position for tackling
the challenge of the employee dissatisfaction and job stress of the employees as the
formulated operational activities that they are supposed to manage, are developed by the
themselves only. On the other hand, the employees are in need to be communicated by the
higher authority of the organizations about the business objectives of the prior to their
participation in the decision making process and in the formulation of their operational
activities.
Apart from this, Cascio (2015), claimed that the development of the High
Performance Working environment is primarily development on creation of a working
environment where the employees have the possibility to showcase their excellence. In
addition to this, the achievement of the high performances in the organizational context, is
also dependent on the team performances of the employees. The share of responsibility
amongst the employees play a massive role in the formation of a working environment that
provides the scope to the managers of the organizations in achieving high performances. A
working environment which provides sufficient scope to the senior and subordinate
employees to freely interact and manage the factors that reduce the quality of the team
performances in an efficient manner, is of great significance for the human resource
managers in achieving high performances.
Other than this, the appropriate intervention from the part of the managers of the
organizations for identifying the factors that are affecting the performances of the employees
in a detrimental manner, enhances the capability of the business leaders in developing the
High Performance Working environment. According to the comments of Marchington et al.
(2016), the success of the business leaders in meeting the developmental requirements of the
employees in a professional manner through the delivery of the personalized training plans,
adds value to the capability of the leaders in developing high performance working

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environment. As a result, it is understandable that the role of the training and development of
the employees in developing the high performing working environment, is substantial.
On the other hand, Mensah (2015), commented that the higher level of involvement of
the employees with their organizations, is one of the fundamental factors that contribute to
the development of a high performance working environment. According to the comments of
Conway et al. (2016), majority of the companies are observed to face the threat of increasing
demands and in such situation, the high level of involvement of the employees with the
organizations place the organizations in a better position for the achievement of the high
performance working environment. As the employees are expected to exceed the desired
level of performances in the organizational context, it becomes important for the
organizations to acknowledge their performances through the introduction of the appropriate
rewards and recognition. According to the comments of Shields et al. (2015), the recognition
of the good work of the employees through the rewards, motivates the employees and at the
same time, it increases the moral of the employees for achieving the high performances in a
professional manner.
1.2 Effects of HPW:
Impact of HPW on sustained performances:
With a close look at the dynamics of the High Performance working, Jeong and Shin
(2019), claimed that higher employee involvement is crucial for the companies in enhancing
the collective team performances of the organizations in an efficient manner. Along with that,
Preece (2017), mentioned that the high employee moral as a result of improved performance
recognition has the ability to enhance the quality of the performances of the organizations. In
addition to this, Jeong and Shin (2019), mentioned that the collaboration between the
employees play a substantial role in enhancing the performances of the organizations in the

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aspect of the quality and quantity. Hence, it is understandable that the HPW is directly linked
in enhancing the performances of the companies.
Impact of HPW on employee wellbeing:
One of the crucial aspect of the High Performance Working environment is seen to be
the enhanced involvement amongst the employees. With a close look at the aspect, Rao
(2019), mentioned that the success of the leaders in enhancing the collaboration between the
employees increases their capability in developing a working environment that contributes to
the well- being of the employees. On the other hand, SHARMA and Gursoy (2018),
mentioned that the training and development aspect of the HPW, enhances the quality of the
leaders in meeting the developmental requirements of the employees in a professional manner
and that enhances the skills and expertise of the employees for achieving the desired high
performances for the betterment of the company.
Impact of HPW on competitive advantage:
With the efficient management of the training and development of the employees,
Rao (2019), claimed that the companies improve their ability in enhancing the team
performances which enables them the much required scope for achieving better results in the
aspect of quality and quantity. In addition to this, ALimam (2017), mentioned that the better
collaboration between the employees adds value to the approach of the companies in
improving the quality of their performances. As a result, the High Performance Working
environment increases the ability of the companies in achieving a substantial competitive
advantage in the market.
Impact of HPW on Culture change:
As mentioned earlier, one of the important aspect of the High Performance Working
environment is the strong collaboration between the employees. With a detailed consideration

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towards the aspect, Jeong and Shin (2019), claimed that the high level of collaboration
between the employees is significant for the companies in gaining a productive working
culture. In addition to this, Hale (2015), highlighted that the aspects such better performance
acknowledgement, rewards and management of the developmental requirements of the
employees plays an important role for the companies when it comes to ensure accurate
management of the stress, work life balance and achievement of the business objectives. As a
result, the HPW contributes towards the formulation of a productive corporate culture in the
companies. On the other hand, Hale (2015), claimed that the urge of the companies in
empowering their employees and enhancing the level of involvement of the employees, plays
a crucial role in managing the change of culture in a professional manner.
1.3 Barriers to the High Performance Working:
With a close look at the concept of the high performances working, Katzenbach and
Smith (2015), mentioned that there are various obstacles for the managers in developing a
High Performance Working environment. As per the comments of Yusuf et al. (2017), the
lack of understanding between the employees and lack of trust amongst the employees are
two main factors that reduce the quality of the collaboration between the employees. In
addition to this, Katzenbach and Smith (2015), mentioned that the lack of co-operation from
the part of the employees and the trade unions is one of the major concerns for the modern
workforces in contributing to the high performances. Having said that, Yusuf et al. (2017),
mentioned that the substantial costing required for tackling the developmental requirements
of the employees is one of the prime factors that demotivate the companies in achieving the
High Performance Working.

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2.1 Performance Management Cycle:
Considering the Performance Management Cycle, Mone, London and Mone (2018),
mentioned that the performance management cycle is divided into five different aspects such
as planning, monitoring, developing, rating and rewarding. The planning section provides a
clear understanding of the business objectives and the operational actions that the employees
are subjected to. The planning section informs the employees about the expectations and the
goals of the employees. In the monitoring section, the performances of the employees are
monitored by their supervisors and along with that, the feedback is delivered to the
employees from the part of the supervisors for the desired improvement in their
performances. Having said that, Shields et al. (2015), highlighted the activities of the
developing section where the supervisors identify the developmental requirements of the
employees and provide them the scope to improve their skills and expertise through the
development of the infrastructure.
The stage encourages the employees and strengthens their ability in delivering good
performances in the organizational context. The rating activities are perfectly aligned with the
need of performance evaluation of the employees. With the rating activities, the supervisors
have the scope of assessing the performances of the employees in an effective manner.
According to Cappelli and Tavis (2016), the rating actions enable the employees to get
recognized for their performances both in the sense of quality and quantity. The final stage is
the rewards and recognition. With a precise understanding of the performances of the
employees through the performance ratings, the supervisors acknowledge the good
performances of the employees through the rewards. As a result, the employees get motivated
for enhancing their performances and it also sets a benchmark for the other employees in
conducting recognizable and rewarding performances.

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2.2 Involvement of the Line Managers:
With a close consideration towards the contribution of the line managers in the
performance review process, it is visible that the line managers have an important role to play
in the identification of the factors that are restricting the employees from performing as per
the desired quality. In addition to this, Brewster, Brookes and Gollan (2015), claimed that the
line managers have the capability to create diversified training facilities for enhancing the
skills and expertise of the employees.
Along with that, Op de Beeck, Wynen and Hondeghem (2016), mentioned that the
role of the line managers in monitoring the performances of the employees is significant and
that is prominent with the large number of inputs that they share to the employees for the
betterment of the performances of the employees. With a close look towards the actions of
line managers, it is visible that the line managers are responsible for mentoring the employees
through expert opinions regarding their actions. As a result, it improves the service quality of
the employees and the expertise to manage the ever increasing demands of the industry.
One of the important activities of the line managers is the documentation. As per the
comments of Op de Beeck, Wynen and Hondeghem (2016), the line managers are
responsible for ensuring that the processes that are employed for the performance
management of the employees who are working under them, are well framed for further
analysis. Along with that, the result of the training programmes initiated by the companies are
required to be documented by the line managers for further evaluation. The documentation
increases the quality of analysis of the senior managers for commenting on the necessary
adjustments that are required to enhance the quality of the training and the necessary skill
development programmes. Apart from this, the line managers, being the immediate section of
management for the employees, monitor the performances of the subordinate employees and
achieve a better position for assessing the performances of the employees. As a result, the

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line managers have an important say in the performance management and rewards and
recognition of the employees that are working under them.
2.3 Performance Management Process:
Performance management plays a pretty significant role in setting the benchmark for
the employees of a workforce. With the formulation of the criteria for the rewards, the
employees have the idea of the necessary actions that can make them eligible for achieving
rewards. As a result, the employees get motivated with the introduction of the performance
management process and have the tendency of competing against the other employees which
enables the companies to develop a challenging, yet productive working environment for the
employees.
One of the important section of the performance management process is thee training
and development. With the initiation of the training activities of the employees, the
companies have the scope of providing sufficient chance to the employees of the
organizations for enhancing their skills and capabilities. As a result, it increases the capability
of the employees in delivering higher quality work and in exceeding their performances on
the basis of production. Hence, it is visible that the performance management process
influences the building of future capacity for the employees. From the broad concept of the
performance management process, it is understandable that an important part of the same is
the recognition of the performances of the employees through lucrative rewards plan. With a
close consideration towards the necessity of fair judgements and reasonable behaviour, the
performance management process becomes an integral part for the companies in ensuring the
effective retention of talented employees in the organizations.

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3.1 HPW Culture:
For the development of the High Performance Working culture, the higher authority
of the organizations are recommended to share a certain level of freedom with the employees
for providing them the scope to take the decisions regarding their operational activities.
The companies are required to communicate the business objectives and the vision of
the companies to their employees so that the employees have the scope of aligning their
operational activities in accordance to the business objectives.
According to the opinion of Arifin (2015), the success of the modern business
organizations in developing a high performance working culture, is largely dependent on the
capability of the business leaders in putting strong emphasis on the concept and
implementation of the self- managed teams. The development of the self- managed teams
ensures higher level of the involvement of the employees with the organizations and at the
same time, it also contributes to the enhancement of the motivation of the employees for
working independently. As a result, the efficiency or the employees is seen to enhance in
majority of the occasions.
One of the important technique for the development of the High Performance
Working culture is seen to be the optimal workforce planning (Valmohammadi and
Roshanzamir 2015). The success of the companies in ensuring that the employees are
provided with industry standard compensation, a work structure that acknowledges the
necessity of the work life balance of the employees, a working environment that provides the
scope to the employees in participating in the informal and frequent communication, a
productive corporate culture and employee engagement activities for better collaboration
amongst the employees of the company.

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In addition to this, one of the fundamental factors that promote the high performance
working culture is the efficient incorporation of the ethics in the business actions of the
employees. The ethical business activities from the part of the employees adds greater value
to the urge of the companies in achieving high performance working environment. Along
with that, the formation of the HPW culture gets largely affected with the inaccurate and
unethical business actions as those have the potential to provide considerable amount of
reputational damage and monetary penalization for the companies. As a result, the
importance of incorporation of the business ethics in the operational activities of the
employees is notably evident.
Conclusion:
On an ending note, it is visible that the significance of the High Performance Working
is notably high in the modern context of the business management. The successful
achievement of the high performance working environment is important for the modern
business organizations in ensuring that they are continuously improving their performances in
different senses such as quality and quantity. Along with that, the role of the line managers in
the performance management of the employees is observed to be substantial with the
activities such as the management of the developmental requirements of the employees,
documenting the progress of the employees, monitoring and mentoring the performances of
the employees.

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