Chapter 6: HPWS Flashcards
revisionistic perspective
McGregor
90s STS theory
combining production elements + social elements for more org flexibility and job enrichment
closely related to the developments in the oil, mining, textile and car industry
What made major transitions from personnel management to HRM? (Legge)
developments in Asia - cheap + high quality –> the TQM
high-performance culture
an orgs culture among employees sharing corporate norms and values aimed at achieving excellent performance
management control theory
the way management is organized
Walton’s control strategies
dividion of work into small, fixed jobs for which ind could be held accountable
Walton’s commitment strategies
create leeway for employees, provide challenges, extensive teamwork and involvement in decision making
AMO theory
- Boxall and Purcell
underlying theory for an HPWS reflecting employee abilities, motivation and opportunity to participate
3 most popular theories
AMO
strategic contingency approaches
the RBV
HR practices to AMO model
ability -> selective rec and selection + training and development
motivation - PA, PRP, coaching, mentoring etc
opportunity - autonomy, involvement, job rotation, job enlargement etc
5 key HPWPs
- Selective recruitment and selection.
- Compensation and PRP.
- Appraisal and PM.
- Training and development.
- Employee involvement.
what is central in lean management
the customer
LM emphasis is on
- Teamwork.
- Continuous improvement.
- Individual and team responsibility.
- Long-term philosophy, even at the expense of short-term financial goals.
- Standardized tasks.
- Visual controls.
- Leadership development.
- Employee development towards quality and efficiency standards.
- Consensus-driven decision making.
Six Sigma - originaly developed by Motorola and then adapted by General Electric
all about minimizing costs and errors through focus and minimizing variability in manufacturing and business processes
empgasis on measurement and leadership
critique of Six Sigma
focus on short-term financial success
climate governance
the part of HR governance and risk management that is
concerned with creating an appropriate organizational climate for compliant behaviour. It is focused
on creating an organizational climate that stimulates compliance without hindering proactive and
innovative behaviour.
Boxall and Mack also highlight the relevance of what they call
‘related management
actions/investments’, including production technologies in use and degree of product innovation.
These elements interact with work and employment practices, but also affect perceived work and
practices by employees.
The indirect effect of the AMO on operating outcomes
Suggests that operating or organizational performance can be increased through high trust
levels, high job and need satisfaction levels and high levels of organizational commitment.
The direct effect of AMO on op outcomes
the cognitive path
- Builds on the notion that enhancing skills and knowledge has a direct effect on operating and
organizational outcomes. Providing extensive employee development opportunities and employee involvement potentially
increases employee trust in managers and organizational commitment. High trust and commitment
levels are most likely to be positively related to employee retention (in contrast to employee
turnover) and employee presence (in contrast to employee absence due to illness).
mini-bundles
includes a limited number of HR practices.
These mini-bundles are perhaps not as successful in increasing long-term success of an
organization in comparison to the more sophisticated HPWSs, but the mini-bundles can still
increase the organization’s performance and outperform the situation in which individual HR
practices are not aligned or fitted at all.
Guest et al sequential tree analysis + mini bundles relationship
- Teamworking applied to 75% of the workforce or more, in combination with training and
development applied to 75% or more, causes the highest scores on employee performance
Mini-bundle: teamworking and training/development. - PA applied to all workers in combination with employee involvement practices applied to more
that 75% of the workforce and, in combination with job design applied to all employees,
causes the highest scores on innovative employee behaviour.
Mini-bundle: PA, employee involvement and job design. - PA applied to all workers, in combination with all employees being kept well informed and in
combination with job design applied to 75% or more, causes the highest scores on employee
relations.
Mini-bundle: PA, information sharing and job design. - The lowest labour turnover reported in case of job design applied to the total workforce in
combination with employee involvement applied to all employees.
Mini-bundle: job design and employee involvement.
3 different ways of applying HPWPs
- The application of individual HPWP (best practices in HRM) with no further horizontal
alignment or fit. - The application of mini-bundles that represent the alignment of 2 or 3 HPWPs.
- The application of a sophisticated HPWS, including multiple HPWPs.
