Essays on High-Performance Work Systems Assignment

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The paper "High-Performance Work Systems" is an outstanding example of a management assignment. High-performance work systems (HPWS) are tools of management desired to maximize the contribution of workers. Human resource recognizes that the production process is complex and requires creative, innovative and cooperative employees. These systems reduce transaction costs and increase the asymmetry of information as employees become self-regulating and controlling. It also minimizes employee resistance implying that HPWS increases organizational performance. Lepak et al. (2012) observe that using HPWS enhances employee knowledge, opportunity, motivation, abilities and skills that are positively connected to positive organizational outcomes.

These outcomes are better financial performance, enhanced safety, higher quality and productivity, lower turnover and greater commitment. Their findings show that motivation, skill and opportunity are positively related to employee motivation and human capital. However, Combs et al. (2006) argue that despite strong evidence of a positive relationship between firm performance and HPWS, mechanisms linking organizational outcomes and HRM practices remain vague. The authors point to the notion that there could be multiple dimensions to a more complete and broad picture of the relationship between organizational outcomes and HRM practices.

For example, in 2003/04 a survey was conducted on all company employees and management of the Victorian Healthcare system that uses HPWS. Clear and consistent messages on desired behaviors and attitudes among employees direct them to achieve goals as proposed by the management. Organizations with positive employee attitudes, values, beliefs and behavior tend to have fewer complaints, fewer hours lost, low turnover, less disciplinary case or claims and stress-related episodes. Question 2: “ High-performance work systems always benefits the worker” . Critically assess this statement. There is a full spectrum of debate on whether High-performance work systems are beneficial to the worker, firm or work-life balance.

Base on the original ‘ P-Workplace power, I-Information, R-Rewards and K-Knowledge’ model of Lawler (1986), Richardson, Vandenberg and Eastman (1999) found these variables as mutually reinforcing.  



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