A10 - High-Perf. Work Systems Flashcards
1
Q
- a specific combo of HR practices, work structures, and processes that maximizes EE knowledge, skill, commitment, and flexibility
- max EE well-being and perf.
- composed of many interrelated parts that complement one another to reach the goals of an org., large or small
- originally developed to capture an org’s “architecture” that integrates the technical and social aspects of work
A
high-perf. work system (HPWS)
2
Q
(4) fundamental principles that support HPWS
A
- egalitarianism and engagement
- shared info
- knowledge development
- perf-reward linkage
3
Q
Egalitariansm and Engagement
princ. of HPWS
A
- more egalitarian work environs. lessen status and power differences and increases collaboration and teamwork
- EEs want to think they are members, not just workers, in an org.
- empowering EEs - moving decision making down the org. tree
- job enlargement, enrichment and self-managing work teams are typical methods
- use EE surveys, suggestion systems, quality circles, EE involvement groups and union/mgmt committees
4
Q
Share Info
princ. of HPWS
A
- critical to success of EE empowerment and involvement initiatives in orgs.
- when given timely info, EEs are more likely to make good suggestions for improving the bus. and to cooperate in major changes
- workers know their work so they are in the best position to recognize probs and devise solutions to them
- must rely on expertise and initative of EEs to react quickly to incipient probs. and opps
- w/o info about company, EEs are unlikely to understand the overall direction of the bus. or contrib. to org. success
- EEs feel more committed to new courses of action
5
Q
Knowledge Development
princ. of HPWS
A
- just like sharing of info
- # of jobs requiring greater knowledge is increasing
- companies must invest in EE development
- HPWS depends on the shift from touch labor to knowledge work
- need to learn in “real-time” on the job, using innovative new approaches to solve novel probs.
6
Q
Perf.-Reward Linkage
princ. of HPWS
A
- workers try to pursue outcomes that are mutually beneficial to themselves and the org.
- mgrs don’t have to watch them as much
- develop systems that ensure that EEs share in the gains and that result from any perf. improvement of theirs
- aligns EEs perf. to org. goals
- EEs will naturally pursue outcomes that are mutually beneficial to them and the org.
- ensures fairness and tends to focus EEs on the org.
7
Q
Work-flow Design and Teamwork
trend of HPWS
A
- HPWS frequently begin w/ the way work is designed
- Total Quality Mgmt, Reengineering, Six Sigma = systems that have driven many firms to redesign their workflow
- most are now advised to focus on the key bus. processes that drive cust. value and create teams that are responsible for those processes
- creates work environ. that facilitates teamwork, takes adv. of its EEs’ skills/knowledge, empowers EEs to make decisions, and provides them w/ more meaningful work
*
8
Q
Complementary HR Policies and Practices
trend of HPWS
A
- begins w/ high directive recruitment and selection practices
- gives EEs more control over decisions about who their coworkers will be forges relationship more quickly than if new members were simply assigned to a team
9
Q
Training and Development
trend of HPWS
A
- ensures that EEs have the skills they need to assume greater responsibility in a HPW environ
- using cross-training to broaden EEs’ understanding of work processes other than just their own.
10
Q
Compensation
trend of HPWS
A
- difficult to isolate one single approach
- in order to link pay and perf. - often include some type of EE incentive
- monetary incentives, gain sharing, profit sharing, and ESOPs
- skill-based pay plans
- paying EEs based on the number skills that they have to create a larger skill base among EEs and more flexible pool of ppl to rotate among interrelated jobs
- companies are starting to connect firm’s goals w/ comp. systems
- open pay plan - everyone knows what everyone else makes; creates a more egalitarian eviron. that encourages EE involvement and commitment
11
Q
Mgmt Processes and Leadership
trend of HPWS
A
- role of mgrs and supers is substantially different - due to the fewer layers of mgmt and a focus on team-based org.
- seen more as coaches, facilitators, and integrators of team efforts
12
Q
Supportive Info Tech. and Communication
trend of HPWS
A
- create an infrastructure for communicating and sharing info. vital to bus. perf.
- doesn’t mean that the tech has to be ‘high-tech’ - richest comm. is face to face
- must be timely and accurate in order to succeed
- s/b about:
- bus. plans and goals
- unit and corp operating results
- incipient probs. and opps
- competitive threats
13
Q
- the situation in which all the internal elements of the work system complement and reinforce one another
- chgs in one component affects all of the other components
- the synergy on how these overlap with the HR practices is at the heart of what makes a HPWS effective
A
internal/horizontal fit
14
Q
- the situation in which the work system supports the org’s goals and strats.
- begins w/ analysis of competitive challenges, org. values, and the concerns of EEs and results in a stmt of the strat. being pursued by the org.
- help to directly link EE initiatives to company strats.
A
external/vertical fit
15
Q
- adapted from the balanced scorecard idea to help mgrs assess the strat. alignment of their work systems.
- easily diagnose the internal and external fit
A
HR Scorecard
