Please answer for me the case study i will give do not use chat gpt or other AI BECAUSE I CAN USE AI BUT I WANT YOUR TAUGHT VIEW I WANT JOURNAL LIKE 10 JOURNAL THE QUESTION IS DOWN

Organizations achieve sustained high performance through the systems of work they adopt, but these systems are managed and operated by people. Ultimately, therefore, high-performance working is

about improving performance through people. This can be done through the development and implementation of a high-performance culture involving high-performance work systems in which performance management plays an important part.

High-performance cultures are ones in which the achievement of high levels of performance is a way of life. The characteristics of such cultures are set out below.

Management defines what it requires in the shape of performance improvements, sets goals for success and monitors performance to ensure that the goals are achieved.

Alternative work practices are adopted such as job redesign, autonomous work teams, improvement groups, team briefing and flexible working.

People know what is expected of them they understand their goals and accountabilities.

People feel that their job is worth doing, and there is a strong fit between the job and their capabilities.

People are empowered to maximize their contribution.

There is strong leadership from the top that engenders a shared belief in the importance of continuing improvement.

There is a focus on promoting positive attitudes that result in an engaged, committed and motivated workforce.

Performance management processes are aligned to business goals to ensure that people are engaged in achieving agreed objectives and standards.

Capacities of people are developed through learning at all levels to support performance improvement and they are provided with opportunities to make full use of their skills and abilities.

A pool of talent ensures a continuous supply of high performers in key roles.

People are valued and rewarded according to their contribution.

People are involved in developing high-performance practices.

There is a climate of trust and teamwork, aimed at delivering a distinctive service to the customer.

A clear line of sight exists between the strategic aims of the organization and those of its departments and its staff at all levels.

High-performance work systems

`An internally consistent and coherent HRM system that is focused on solving operational problems and implementing the firm's competitive strategy.' The approach used in an HPWS is sometimes referred to as 'high-performance working'.

Performance cultures are created by HPWS that embody ways of thinking about performance in organizations and how it can be improved. They are

concerned with developing and implementing bundles of complementary practices that, as an integrated whole, will make a much more powerful impact on performance than if they were dealt with as separate entities. Appelbaum et al (2000) stated that HPWS facilitate employee involvement, skill enhancement and motivation.

Features of an HPWS

There is no generally accepted definition of an HPWS and there is no standard list of the features or components of such a system. In spite of this problem of definition, an attempt to describe the basic components of an HPWS was made by Shih et al (2005) as follows:

• Job infrastructure workplace arrangements that equip workers with the proper abilities to do their jobs, provide them with the means to do their jobs, and give them the motivation to do their jobs. These practices must be combined to produce their proper effects.
• Training programmes to enhance employee skills investment in increasing employee skills, knowledge and ability.
• Information sharing and worker involvement mechanisms to understand the available alternatives and make correct decisions.
• Reward and promotion opportunities that provide motivation to encourage skilled employees to engage in effective discretionary decision-making in a variety of

environmental contingencies.

Many descriptions of high-performance systems include lists of desirable features and therefore embody the notion of 'best practice'. However, Gephart (1995) noted that research has not clearly identified any single set of high-performance practices. Becker et al (1997) pointed out that HPWS were highly idiosyncratic and had to fit the organization's individual circumstances. The lists that have been compiled vary considerably, as is shown in the selection set out in Table 4.2.

Examples

The examples in Table 4.3 of firms that adopt high-performance working policies and practices, assembled by Stevens (2005), illustrate the variety and generalized nature of approaches.

Critical evaluation of the high-performance work system approach

Research conducted by Ramsay et al (2000) aimed to explore linkages from HPWS practices to employee outcomes, and via these to organizational performance. They referred to the existence of the 'black box', meaning that while the introduction of an HPWS may be associated with improved performance, no researchers have yet established how this happens. They commented that 'the widely held view that positive performance outcomes from HPWS flow via positive employee outcomes has been shown to be highly questionable' (ibid: 521).

Godard (2001) concluded, following his research in Canada, that the actual effects of high-performance work systems can vary considerably and many have a limited lifespan. Following further research, he commented in 2004 that:

The full adoption of this (high performance) paradigm may not yield outcomes that are appreciably more positive than those yielded by practices that have long been associated with good management, including professional

personnel practices (eg job ladders, employment security, grievance systems, formal training, above-market pay), group work organization, information sharing and accommodative union relations policies... There may be positive effects in some workplaces. However, these effects may be inherently more limited than assumed and, in a great many workplaces, may not be sufficient to justify full adoption.

Part 1 The Practice of Human Resource Management

TABLE 4.2 Components of an HPWS

hton

Workers require more skills to do their jobs successfully, and many of these skills are firm specific.

• Workers experience greater autonomy over their job tasks and

ncentive pay motivates workers to extend

extra effort on

developing skills.

• Employment security provides front-line

workers with a long-term stake in the company and a reason to invest

in its future.

• High-involvement work practices eg self-directed teams, quality circles and sharing/ access to company information.
• Human resource practices eg sophisticated recruitment processes, performance appraisals, work redesign and mentoring.

a Reward and commitment practices

eg various financial rewards, family friendly policies, job rotation and flexi-hours.

0 Information sharing. Sophisticated recruitment.

Formal induction programme.

Five or more days

of off-the-job training in the last year.

Semi- or totally autonomous work teams; continuous improvement teams;

problem-solving

groups.

Interpersonal skills development. Performance

feedback.

0 Involvement works council, suggestion scheme, opinion survey.

e Team-based rewards, employee share ownership scheme, profit-sharing scheme.

But research conducted by Sung and Ashton (2005), Combs et al (2006) and Ericksen (2007) indicated that an HPWS can significantly improve performance. Even so, it is still possible to have reservations about causality and there seems to be no agreement on what constitutes an HPWS except for variable lists of 'best practices' a dubious concept. As

Godard (2004) commented, these lists are no more than bundles of long-accepted good personnel practices. Perhaps the virtue of the HPWS model is simply that it makes people think about what can be done to improve performance and how the various approaches can be linked together in a cohesive action programme.

TA L 4.3 Examples of high-performance working ingredients

A strategy that maintains competitiveness by increasing added value through the efforts and enhanced capability of all staff.

The integration of technical advance with people development.

Continuing reliance on teamworking and effective leadership, with innovation and self- and team management skills.

Organizational changes to streamline processes, raise skill levels and release talents. Managers who could see that the problems were as much cultural as organizational.

Recruitment of people whose attitudes and aptitudes match the needs of high-performance work practices.

Meritor Heavy Vehicle Braking Systems

Skill enhancement, particularly of management and self-management skills using competence frameworks.

Teamworking skills and experience used on improvement projects. Linking learning, involvement and performance management.

Orangebox A strategy that relies on constant reinvention of operational capability.

Engagement and development of existing talent and initiative in productivity improvement.

Increasing use of cross-departmental projects to tackle wider opportunities. Perkinelmer A vision and values worked through by managers and supervisors.

Engagement of everyone in the organization and establishment of a continuous improvement culture.

Learning as a basis for change.

United Welsh Housing Association	Linking of better employment relations with better performance. Using staff experience to improve customer service. Focusing management development on the cascading of a partnership culture.

Performance Y management

Performance management can contribute to the development of a high-performance culture in an organization by delivering the message that high performance is important. The management of organizational performance is the continuing responsibility of top management who, with the help and advice of HR, plan, organize, monitor and control activities and provide leadership to achieve strategic objectives and satisfy the needs and requirements of stakeholders. Individual and team performance management systems play an important part, but they function within the context of what is done to manage organizational performance and to develop effective work systems.

The strategic approach adopted by Johnson & Johnson was described by Wortzel-Hoffman and Boltizar (2007) as follows:

As we embarked on developing an integrated performance and development process into the organization, we knew that driving change and an enhanced process requires a cultural shift within an organization. The best performance management becomes a continuous process and is not a one time event; it takes time and effort and a dedication to developing people. We also knew that from a business standpoint it was critical

to build and develop the talent pipeline of the organization to meet the aggressive business goals and dynamically changing marketplace.

AssignmenT Question

Based on the enclosed case study, you are required to answer the following questions elaborately:

1. Assess how HRM makes an impact on performance.

2. Elaborate on the role that job analysis plays in the successful implementation of other HRM policy functions.

3. Describe FOUR (4) challenges facing HR managers and specialists in today's rapidly changing work environment.

4. Effective recruitment is vital to the success of any organization. Interpret how an organization can use recruitment to support its business strategy and objectives.

5. Staff training is the only plan to develop the employees skills and knowledge with the aim to improve productivity. Critically debate how it plays a critical role in such an organization.