High Performance Working (HPW) - ftms.edu.my - IMPROVING... · High Performance Working (HPW) ......
Transcript of High Performance Working (HPW) - ftms.edu.my - IMPROVING... · High Performance Working (HPW) ......
PREPARED BY: JILL BALDWIN MA, MCIPD, FHEA, PGCE
SENIOR LECTURER WORK BASED LEARNING
LORD ASHCROFT INTERNATIONAL BUSINESS SCHOOL
High Performance
Working (HPW)
Improving Organisational
Performance
2
TOYOTA
“We’ve got nothing, technology-wise, that
anyone else can’t have. There’s no secret
Toyota Quality Machine out there. The
quality machine is the workforce -- the team
members on the paint line, the suppliers,
the engineers -- everybody who has a hand
in production here takes the attitude that
we’re making world-class vehicles.”
LEARNING OUTCOMES
By the end of the lecture you should be able
to:
Discuss the activities of HRM in
supporting High Performance Working
Define the principles/components of High
Performance Work Systems
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HUMAN RESOURCE PARADIGMS
Old Thinking New Thinking
People are part of the
process
Process requires
external control
Managers have to
control what
people do
People design and
improve processes
Workers who run the
process control it
Managers must obtain
commitment of workers
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KEY ACTIVITIES IN HRM
Determine organization’s HR needs to build a high-performance workplace
Assist in design of work systems
Recruit, select, train & develop, counsel, motivate, and reward employees
Act as liaison with unions & government
Handle other matters of employee well-being
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LEADING PRACTICES (1 OF 2)
Integrate HR plans with overall strategic
objectives and action plans
Design work and jobs to promote
organizational learning, innovation, and
flexibility
Develop effective performance
management systems, compensation, and
reward and recognition approaches
Promote cooperation and collaboration
through teamwork
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LEADING PRACTICES (2 OF 2)
Empower individuals and teams to make
decisions that affect quality and customer
satisfaction
Make extensive investments in training and
education
Maintain a work environment conducive to
the well-being and growth of all employees
Monitor extent and effectiveness of HR
practices and measure employee satisfaction
HIGH-PERFORMANCE WORK SYSTEM
(HPWS) DEFINITION:
A specific combination of HR
practices,
work structures, and processes that
maximizes employee knowledge,
skill,
commitment, and flexibility
17-9
System Design • Work-flow
• HRM practices • Support technology
Principles of High
Involvement
Linkages to Strategy
The
Implementation Process
OUTCOMES •Organizational
•Employee
Developing High-Performance
Work Systems
PRESENTATIONS SLIDE 17-2
FOUR PRINCIPLES OF HIGH-PERFORMANCE SYSTEMS
Shared Information
Performance- Reward Linkage
Knowledge Development
Egalitarianism
Workflow • Self managed teams • Empowerment
Staffing • Selective recruiting • Team decision
Training • Broad skills • Cross-training • Problem-solving • Team training
Compensation • Incentives • Gainsharing • Profit sharing • Skill-based pay
Leadership • Few layers • Coach/facilitate
Technologies • HRIS • Communications
Shared Information
Knowledge Development
Perf-Reward Linkage
Egalitarian Environment
Anatomy of High-Performance Work Systems
Strategy
HORIZONTAL FIT
Workflow Design
HR Practices
Leadership
Technologies
Company Values
Competitive Challenges
Workflow Design
VERTICAL FIT
Achieving Strategic Fit • Vertical
• Horizontal
Achieving Strategic Fit
17-
13
HORIZONTAL FIT
Situation in which all the internal
elements
of the work system complement
and
reinforce one another
17-
14
VERTICAL FIT
Situation in which the work
system supports
the organisation’s goals and
strategies
ENSURING FIT
Strategy
Organ- izational Values
Employee Concerns
Competitive Challenges
Vertical Fit
Horizontal Fit Leadership Practices
HRM Practices
Supporting Technology
Workflow Design
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HIGH PERFORMANCE WORK SYSTEMS
Work and Job
Design
Employee
Involvement
Suggestion
systems
Empowerment
Training and
Education
Teamwork and Cooperation
Compensation
and
recognition
Health and safety
Flexibility
Innovation
Knowledge and skill
sharing
Organizational
alignment
Customer focus
Rapid response
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DESIGNING HIGH PERFORMANCE
WORK SYSTEMS
Work design - how employees are
organized in formal and informal units
(departments, teams, etc.)
Job design - responsibilities and tasks
assigned to individuals
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HACKMAN/OLDHAM MODEL
Core job
characteristics
Critical
psychological
states Outcomes
Skill variety
Task identity
Task significance
Experienced
meaningfulness
of work
Autonomy
Feedback
from job
Experienced
responsibility
Knowledge of
actual results
High motivation
High satisfaction
High work
effectiveness
Moderators
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EMPLOYEE INVOLVEMENT
Employee Involvement - any activity by which
employees participate in work-related
decisions and improvement activities, with
the objectives of tapping the creative
energies of all employees and improving
their motivation
20
ADVANTAGES OF EI
Replaces adversarial
mentality with trust
and cooperation
Develops skills and
leadership abilities
Increases morale and
commitment
Fosters creativity and
innovation
Helps people understand quality principles and instilling them into the organization’s culture
Allows employees to solve problems at the source
Improves quality and productivity
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EMPOWERMENT
Giving people authority to make decisions based on
what they feel is right, to have control over their
work, to take risks and learn from mistakes, and to
promote change.
“A sincere belief and trust in people.”
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SUCCESSFUL EMPOWERMENT
Provide education, resources, and encouragement
Remove restrictive policies/procedures
Foster an atmosphere of trust
Share information freely
Make work valuable
Train managers in “hands-off” leadership
Train employees in allowed latitude
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TRAINING AND EDUCATION
Quality awareness
Leadership
Project management
Communications
Teamwork
Problem solving
Interpreting and using
data
Meeting customer
requirements
Process analysis
Process simplification
Waste reduction
Cycle time reduction
Error proofing
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SELF-MANAGED TEAMS
Empowered
Plan, control, improve
work processes
Set own goals and
inspect own work
Schedule & review
performance
Prepare budgets &
coordinate work
Order materials, keep
inventory, & deal with
suppliers
Acquire any needed
training
Hire replacements or
discipline members
Take responsibility for
quality
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EFFECTIVE RECOGNITION
AND REWARD STRATEGIES
Give both individual and team awards
Involve everyone
Tie rewards to quality
Allow peers and customers to nominate
and recognize superior performance
Publicize extensively
Make recognition fun
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MANAGING HR
IN A TQ ENVIRONMENT
Recruitment and Career
Development
Motivation
Performance Appraisal
Measuring Employee
Satisfaction and HRM
Effectiveness