Hpwo
Abstract
This project aims to explore the meaning and significance of high performance work organization. It also aims to integrate the diverse literatures on High Performance Work Organizations (HPWO). Varied definitions of the HPWO are presented, common components across the definitions are identified, and then each of those components that make up HPWO is examined in more detail. After which the discussion on the link and influence of high performance work systems have on HPWO.
Introduction – defining HPWO
In response to the growing complex environment and organizational demands for improved work performance, there has been an escalating discussion on how human resource can initiate work reforms to improve involvement of employees; this is when high performance work organization was brought about.
HPWO has characteristics and are identified in the OECD 's definition as an organization that moves toward a flatter and less hierarchical organization structure; a willingness to adopt new working practices; an emphasis on empowerment and teamwork; and high levels of employee participation and learning. These characteristics are believed to foster motivation, trust, communication, knowledge sharing, and innovation within the organization. The organization also adopted a set of working practices deemed to enhance individual and organizational performance. The concept of the HPWO evolved and is influenced between human resource management and organizational performance.
The Centre for Effective Organizations (CEO) at the University of Southern California, an organization that has been studying high performance work practices for years, defines the HPWO as employee involvement, participative management, democratic management, and total quality management (Lawler, Mohrman and Ledford, 1995).
Jeffrey Pfeffer, a professor at Stanford University, includes flexible or lean manufacturing methods and associated employment-relation practices, team-based work, and
This project aims to explore the meaning and significance of high performance work organization. It also aims to integrate the diverse literatures on High Performance Work Organizations (HPWO). Varied definitions of the HPWO are presented, common components across the definitions are identified, and then each of those components that make up HPWO is examined in more detail. After which the discussion on the link and influence of high performance work systems have on HPWO.
Introduction – defining HPWO
In response to the growing complex environment and organizational demands for improved work performance, there has been an escalating discussion on how human resource can initiate work reforms to improve involvement of employees; this is when high performance work organization was brought about.
HPWO has characteristics and are identified in the OECD 's definition as an organization that moves toward a flatter and less hierarchical organization structure; a willingness to adopt new working practices; an emphasis on empowerment and teamwork; and high levels of employee participation and learning. These characteristics are believed to foster motivation, trust, communication, knowledge sharing, and innovation within the organization. The organization also adopted a set of working practices deemed to enhance individual and organizational performance. The concept of the HPWO evolved and is influenced between human resource management and organizational performance.
The Centre for Effective Organizations (CEO) at the University of Southern California, an organization that has been studying high performance work practices for years, defines the HPWO as employee involvement, participative management, democratic management, and total quality management (Lawler, Mohrman and Ledford, 1995).
Jeffrey Pfeffer, a professor at Stanford University, includes flexible or lean manufacturing methods and associated employment-relation practices, team-based work, and
References: Appendix (1) Adapted from Wright& Gardner (2004) and Purcell& Hutchison (2007)