Linking Business Strategy and HRM
High-performance work systems relate to a special collection of human resource practices. They are interconnected, and the majority of them (including training, performance evaluation, and reimbursements) are designed to improve workforce performance (Jiang et al. 2012). When these human resource practices are applied, the overall skill level and motivation of the employees are expected to improve. A balanced approach to the implementation of a high-performance work system shows that effective employment of human resource practices may heavily influence the behavioral patterns of the staff and transform their attitude towards the working environment (Buller & McEvoy 2012). In perspective, this aspect positively influences the performance level of the whole department and creates an encouraging atmosphere. Extensive training and reimbursement investments may be considered another aspect that positively affects the performance of both team and individual employees. Better attitudes and behaviors lead to higher-level performance and better quality of service (Bratton & Gold 2012). This means that it is important to take into account the behaviors of the employees and their ultimate attitudes. On a bigger scale, compliance with the aspects mentioned above will guarantee satisfactory performance and commitment to the organization. One should realize the significance of behaviors and attitudes, training and reimbursements, and workplace environment stability. Disrespect for these aspects will result in a lack of approval and assurance coming from the employees.
To implement a high-performance work system, the organization should take into consideration the fact several aspects may be changed to satisfy its requirements. First, employees should be allowed to participate in the decision-making process. This aspect is one of the core elements of the whole principle of a high-performance work system because their probable decisions have the power of directly affecting the dynamic working environment they belong to and affecting the whole organization (Bratton & Gold 2012). Theoretically, this kind of involvement will empower the staff and trigger commitment in them. Another component is employee training. This change is necessary to provide the employees with the skills that are required to comply with the necessities of their positions. Therefore, it will result in the appearance of responsible and effective workers (Buller & McEvoy 2012). It is also needed to develop interprofessional skills so that the staff would understand the roles in the organization. The last component that should be changed is the application of employee motivation. This aspect of the implemented changes is of pivotal importance due to its all-inclusive impact on the success of the organization as a whole (Jiang et al. 2012).
One of the companies that could implement a high-performance work system is Valve. In this company, the emphasis would be made on the human resources department. Therefore, the team leader and human resources manager will be responsible for the implementation of the required changes. In the case, if Valve decides to implement a high-performance work system, the company will have to develop a new system of employee bonuses and reimbursements. Moreover, Valve will have to certify the collaboration of line managers and HR managers in terms of the new approach to managing the employees. The latter will be allowed to provide more feedback, and it will be processed by the management to improve the working environment. Hypothetically, this model will be effective and will positively affect the level of organizational and individual performance.
Bratton, J & Gold, J 2012, ‘Corporate strategy and strategic HRM’, Human Resource Management’, vol. 3, no. 12, pp. 37-68.
Buller, P & McEvoy, G 2012, ‘Strategy, human resource management and performance: Sharpening line of sight’, Human Resource Management Review, vol. 22, no. 1, pp. 43-56.
Jiang, K, Lepak, D, Hu, J & Baer, J 2012, ‘How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms’, Academy of Management Journal, vol. 55, no. 6, pp. 1264-1294.