High-Performance Work Systems

Organisations are a complex system that is functioning on the basis of proper management and competent staff. One of the most important goals of great organisation design is the possibility to make the most of the talents that the team possesses (Armstrong 2011). A prodigious organisation design features the approaches that would help in fighting insufficiencies and limitations. The course of organisation design ties the individuals, evidence, and expertise to the determination, vision, and tactic of the organisation.

Taking this into consideration, a proficient team is dependent on HR and line managers. HR managers have the proficiency of an HR generalist united with wide-ranging corporate and managing aptitudes (Sanders & Frenkel 2011). Their central responsibilities include training and development, employee relations, and staffing and selection. In their turn, line managers are in charge of planning the goals, objectives, and primacies of their niche.

Their role encompasses the acts of leading, managing, and developing staff. In addition, line managers are responsible for managing the organisation’s funds and resources. High-performance work systems (HPWS) embody a methodical and combined style of managing employees on the way to the configuration of HR roles and the attainment of the organisation’s strategy. An HPWS has an economically encouraging and momentous effect on the organisation’s performance (Boxall & Macky 2007).

Google is a vivid example of a company that employed the HPWS. This helps Google maintain productivity and get rid of numerous limitations with the aim of providing its clients with their high-quality services. Google empowers and motivates its employees, so the importance of the HPWS for this company cannot be underestimated. They implemented flexible work schedules and provided a set of valuable benefits to each of their employees.

In my view, the values of the organisation, a safe working environment, and staff encouragement to do their best are most likely to contribute to employee performance and business performance. It is important to pay attention to the employees’ feedback and perception (Kates 2015).

In order to implement a high-performance work system, the organisation will have to revise its cultural values such as vision, habits, employee relations, and diversity. A harmonious working environment is essential for an organisation that strives to implement the HPWS in their practice. Additionally, the organisation will have to allow flexibility and freedom to its employees in order to make the most of the HPWS (Berber & Yaslioglu 2014).

Throughout the process of the implementation of an HPWS, team managers play one of the most important roles for the reason that they are in charge of allocating the resources of the organisation. The organisation would also necessitate an experienced line manager to discipline the employees (set the expectations) and a skilled HR manager to elaborate and monitor human resources approaches and methods within the organisation (McGuire 2013).

In order to properly implement a high-performance work system, line managers and HR managers will have to join their forces with the intention of reviewing the workforce strategy. The collaboration between the two would also be profitable in terms of improved performance management and conflict resolution. Coming together would inevitably assist in implementing the HPWS and maintaining a pleasant and accomodating workplace atmosphere.

Reference List

Armstrong, M 2011, Armstrong’s Handbook of Strategic Human Resource Management, Kogan Page, London.

Berber, A, & Yaslioglu, M 2014, ‘Managing High Performance Work Systems and Organizational Performance’, Work Organization and Human Resource Management, pp. 27-42.

Boxall, P, & Macky, K 2007, ‘High-performance Work Systems and Organisational Performance: Bridging Theory and Practice’, Asia Pacific Journal of Human Resources, vol. 45, no. 3, pp. 261-270.

Kates, A 2015, ‘Organization Design that Transforms’, Practicing Organization Development Leading Transformation and Change, pp. 313-320.

McGuire, F 2013, ‘Exploring Line Manager Relationships with Trade Unions and the HR Function’, Strategic HR Review, vol. 12, no. 6, pp. 134-141.

Sanders, K, & Frenkel, S 2011, ‘HR-line Management Relations: Characteristics and Effects’, The International Journal of Human Resource Management, vol. 22, no. 8, pp. 1611-1617.