High Involvement Management and Human Resource Sustainability

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1. INTRODUCTION:
Firms are facing an increasing struggle to gain competitive advantage in a much larger and more demanding marketplace. Markets stretch across international boundaries, trade barriers have crumbled and distribution channels have become more efficient. State intervention in many markets has diminished and many organizations confront increasing number of competitors. In addition, consumers demand higher quality products and services than before, delivered faster, and at a lower price. As a means to confront these challenges, a greater focus has been placed on management strategies to increase organizational productivity and efficiency at the workplace. The relationship between organizational performance and two dimensions of the ‘high performance work system’ – high involvement management (HIM) and human resource sustainability (HRM) – is widely assumed to be mediated by worker well-being. Employee involvement: A process for empowering employees to participate in managerial decision-making and improvement activities appropriate to their levels in the organization. High involvement management: Practices such as team working, empowerment, idea capture schemes, information-sharing on quality, customer feedback and business results, organizational performance-related reward systems, and extensive training and development, including the social and problem-solving skills required for high involvement working. Human recourse sustainability: The capacity of the organization to create and regenerate value through the sustained application of participative policies and practices. 2. PURPOSE The objectives ,originally specified were that, 1) To examine the nature of HIM, lean production and human resource sustainability , including the association between each of them. 2) To examine the contexts where they are found and predictors of their use. 3. LITERATURE REVIEW: Paul J. Gollan,Asia Pacific Journal of Human Resources, April 2005; vol. 43, 1: pp. 18-33 The article outlines a no of issues for organization to consider when pursuing sustainable high performance workplace outcomes through high involvement management initiatives. It identifies those outcomes that reinforce corporate profitability and corporate survival as well as those that satisfy employee aspirations and needs in work place.

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Carla Millar, Patricia Hind, Slawek Magala, (2012),"Sustainability and the need for change: organisationalchange and transformational vision", Journal of Organizational Change Management, Vol. 25 Iss: 4 pp. 489 – 500 The paper gives an overview of sustainability and its managerial and policy dilemmas for organizations. It also outlines the topics covered in the papers in the special issue. Wesley Ricardo de Souza Freitas, Charbel José Chiappetta Jabbour, Fernando César Almada Santos, (2011),"Continuing the evolution: towards sustainable HRM and sustainable organizations", Business Strategy Series, Vol. 12 Iss:5 pp. 226 – 234 Human resource management (HRM) is among of many discussions nowadays: influence on organizational performance, support to strategic goals and renewal of organization. 4. EVOLUTION: Companies face increasing struggle to gain competitive advantages in much larger and more demanding marketplace. As a means to confront the market challenges, a greater focus has been placed on management strategies to increase organizational productivity and efficiency at the workplace. A plethora of terminology has been created to refer to aspects of more highly developed human resource management (HRM) approaches or high performance work systems (HPWS). These strategies have been labeled high performance workplaces, high commitment management (HCM) and more lately, HIM . Equally important is guaranteeing employees access to due process and providing a means to be heard. Above all, the HIM strategy involves policies that promote mutual influence, mutual respect and mutual responsibility. Over the...
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