Textbook Notes (362,776)
Canada (158,052)
York University (12,350)
ADMS 2600 (126)
Chapter 16

Chapter 16 (Notes from the Textbook and Lecture).docx

10 Pages
Unlock Document

York University
Administrative Studies
ADMS 2600
George Georgopoulos

Creating High­Performance Work  Systems HPWS – combination of HR practices, work structures and process to maximize employee knowledge, skills, commitment, flexibility, and resilience. It is basically a way to unlock human potential. The key thing here is synergy: the combined effect is greater than if each of the HR practices, work structures and processes were applied individually. This is because the principles are interrelated parts that complement one another to achieve the organization’s goal! FUNDAMENTAL PRINCIPLES 4 primary principles: 1. Egalitarianism and Engagement - Eliminates status and power differences in the work environment (for example, managers don’t have extra perks, all the employees in the organization get the same benefits) - Increases collaboration and team work - Increases productivity (people who may not have wanted work together in the past may do so now). There’s a more collaborative and helpful environment. There’s mutual involvement to reach organization’s goals. People are more likely to work together horizontally and vertically - Increases employee loyalty and trust (employees find that the organization values them) - Requires structural changes to move power downward and empower employees. - Structural changes, moving power downward, and empowering can be done through: a. Employee surveys b. Suggestion systems c. Quality circles d. Employee involvement groups e. Union management committees - Employees are given more control and influence in decision making (REMEMBER AUTONOMY? Basically they have more autonomy), which can be done through job enrichment (CHAPTER 4), job enlargement, and self-managing work teams (the team makes their own decisions, no one has to approve of it). - Giving employees power to act on their own enhances employee engagement (engaged employees are consistently high performing, enthusiastic, employees who constantly look for better ways of doing things). - Increases employee involvement. 2. Shared Information - Giving information to the employees about plans, strategies, position and required performance and goals. This is done so that employees can do what they need to do on their own accord (Take actions on their own). - Employees become more cooperative to changes, share ideas more often, and are more committed. There is also increased problem-solving and decision making. Employees are more empowered. - Employees feel like the organization trusts them, so they are motivated to do something with the information given. - Also increases employee involvement (because they can act on their own, share their ideas and opinions). - It is moving away from when people would guard and control information. 3. Knowledge Development - Investing in employee development - Done through mentoring, coaching, and training to develop the KSAs of the employees but needs to be done in real time on the job (they need to have current information when training to enhance their KSAs on the job). Involving employees in real problems leads to deeper learning and they become an active agent in their own learning. This also helps them apply their new and developed KSAs. - Selective recruitment (CHAPTER 6) is also necessary (best when done using behavioural interviews) and then training and development (CHAPTER 7). - Meant to develop employee problem-solving skills, analytical skills, and also provide emotional development (controlling emotions in a stressful environment). This is so that they can act on their own. 4. Performance – Reward Linkage - Align the interests and goals of the organization and the employees - Reward employees for their performance - There should be a clear linkage between behaviour and rewards. - Promotes fairness when done well, which leads to more trust. More trust leads to commitment. - Also leads to employees performing better and doing the right thing. They do things on their own too because they know what the goals are and what the rewards will be if they achieve it. - Involves employees because they that their behaviour can lead to rewards. There 4 principles are complementary. If you invest in one, another principle will increase in the organization automatically. For example: 1. If egalitarianism is increased, shared information will increase (equal power equates equal information will be shared). 2. Performance – reward linkage would lead to knowledge development (people would know that their reward can come through their behaviour and would develop their KSA’s for the betterment of their behaviour to get the reward). There are numerous amounts of links between the different principles not just the two mentioned above. ANATOMY OF HPWS Trends in work design, HR practices, leadership roles, and IT shows what HPWSs look like (Read through and understand, but he didn’t cover this in class. The figure at the bottom is important though). Work­Flow Design and Team Work - Focus on key business processes that drive customer value – then create teams that are responsible for these processes - Can help to establish a work environment that facilitates team work, takes advantage of employee skills and knowledge, empowers employees to make decision and provides meaningful work - For example, FedEx redesigned its delivery process to give truck drivers the responsibility for scheduling their own routes and for making necessary changes quickly. Because the drivers have detailed knowledge of customers and routes, FedEx managers empowered them to inform existing customers about new products and services. They now fill a type of sales representative role. The drivers also work together as a team to solve any problems that slow delivery. In this way, the second point (can help establish… see above before the example) works. Complementary HR Policies and Practices - HR practices that encourage skill development and employee involvement leads to higher performance and satisfaction. a. Staffing Practices - Broad and intensive in terms of prospective employee search, in order to get the best talent out there. - Recruiting the best employees reduces the risk of hiring the wrong people, expenses on intensive training, severance, and rehiring. - Behavioural interviews help to find engaged employees. b. Training and Development - Focuses on ensuring that employees have the skills so that they can take on greater responsibility in a high-performance work environment c. Compensation - To link employee performance and pay, HPWSs include some types of employee incentives (linking pay to achieving goals for quality and training). Other organizational incentives include profit sharing, gain sharing, and employee stock ownership plans that focus employee efforts on outcomes that benefit themselves and the organization. Another way is to pay based on the skills employees have, called skill-based pay. - Remember you guys asked me why egalitarianism is darkened for skills-based pay (in fact it’s darkened for all)? I gave you an explanation that was wrong (helping people out implies shared information but that’s not marked. So what the hell is going on?) Well, some companies implemented an all-salaried workforce (no more hourly pay). Additionally, the open pay plan means that everyone knows what everyone else is making (WOOT NO MORE PAY SECRECY)! In this way, compensation systems are used to create egalitarian environments that encourage employee involvement and commitment. Management Processes and Leadership - Success depends on changing the roles of managers and team leaders - They are now coaches, facilitators, and integrators of team effort. They share responsibility with employees. - There are also fewer layers in organization in comparison with a non-HPWS organization. Supportive IT - Need timely and accurate communications. - Sharing and communicating information is vital for business performance. - For example, the tracking system used by FedEx allows employees to monitor each package, communicate with customers, and identify a
More Less

Related notes for ADMS 2600

Log In


Don't have an account?

Join OneClass

Access over 10 million pages of study
documents for 1.3 million courses.

Sign up

Join to view


By registering, I agree to the Terms and Privacy Policies
Already have an account?
Just a few more details

So we can recommend you notes for your school.

Reset Password

Please enter below the email address you registered with and we will send you a link to reset your password.

Add your courses

Get notes from the top students in your class.