High-Performance Work System The term high performance work system is used to describe a set of management practices that involves the creation of a conducive environment where the organization’s employees have greater responsibilities and involvement (Dessier, 2015). Primarily, a High Performance Work System is an amalgamation of concise work structure that is developed to capture employee input and the human resource practices that make this a possibility. Moreover, the High Performance Work System involves a range of processes that are aimed at maximizing employees’ knowledge base, commitment, skills, and flexibility in a rapidly changing workplace environment (Dessler, 2015). First the organization’s human resource practice that increases
(https://www.ukessays.com/essays/management/the-human-resource-planning) The main reasons for strategic HR planning are: • Manpower: Enough human resource must be available to carry out present and future organizational activities. • Talent Management: Asda must acquire, retain, develop and motivate quality employees. • Development and Training: Training must be done so that managers are equipped with manpower that is relevant and skilled for the job. Employees must be developed to keep up with technological advancements. • Supply Forecasting: Supply of company products must never be less than the demand.
Q1: Why is it important for HR Management to transform from being primarily administrative and operational to becoming more strategic contributor? Human Resource management has to transform to being a more strategic contributor to business success because the demands of the workplace are rapidly changing. Human resources employees can fill purely administrative roles and become strategic contributors to company or organization success. Transforming the HR function into a strategic contributor can take your workforce strategies to the next level and increase the value of your human capital to accrue distinct competitive advantages. Next, the demands of the workplace and the increasing technological drive of the domain, as well as the fluid and dynamic nature of the globalized workforce and work setting are all the elements that are rapidly changing what work people do and how they will be assessed in accordance to it.
The demand for effective and competent employees continuously increases. As a result, job competencies become an integral part for quality service that covers the knowledge, skills, abilities, traits and behaviors that allow an individual to perform a task within a specific function or job (Shippman, et.al, 2014). In determining the impact of the quality of work that people do, a competency model is needed to organize a collection of observable skills, behaviors, and attitudes (“Competency Models - What Are They Anyhow and What’s the Big Deal? - St. Charles Consulting Group,” n.d. 2015). Ferry (2015) noted that with competency models, organization will have a greater alignment with business objectives, enhanced productivity, increased workforce
According to a study by Kovjanic (2013) transformational leadership and fulfillment of all basic needs has a satisfaction effect on the person that expected mediating role in linking transformational leadership and employee outcomes composure throughout rapidly changing and stressful job demands. In fact, it was found out that individuals with high self-efficacy believe in themselves and go on to exhibit high performance, however several intervening variables such as nature of the task, adversities encountered. In an industrial psychology study conducted by Iroegbu (2015), reviewing the relationship of self-efficacy and performance, intelligence, personality, skill level, motivation, supervision, training, level of the worker and many others, it was found out that it continues to affect employees’ level of effort and persistence in performing tasks. Similarly, team leaders which have greater self-efficacy are more effective since they are motivated and therefore exert more efforts to fulfill their roles. Mesterova, Prochazka and Vaculik (2015) found in their study that team leaders are more headstrong when faced with adversities, thus they can maintain composure throughout rapidly changing and stressful job
As mentions by (Stogdill, 1957 and Fry, 2003 in Timothy C, Victory O and Idowu A, 2013) leadership as the individual behavior to guide a group to achieve the common target and leadership also use strategy to offer inspiring motive and to enhance the employee potential for growth and development. The relationship between leadership style and employee job satisfaction will improve the organization face these new challenges in future. Refer to (Humayun et al 2015) mentions that leader or leadership styles use the behavior and techniques to give vision and roadmap to reach the vision, formulations and executions of strategies and plan is called leadership style. Leadership is all about the practices on envisioning, enabling and energizing the employee (Rad, 2006 in Maqsood, 2013) leadership is a procedure to influence people in order to achieve the desired result. Employee is the asset of the organization in order to become successful and innovative to organization, Theories of leadership can be transformational or transactional, leadership styles Burns (1979) said that transformational and transactional leadership are both based on
In contrast, when used with newly formed production units, the transactional style has been known to improve employee engagement and response (Breevaart et al., 2014). Transformational Leadership As described by McShane and Von Glinow (2015)
On the other hand, the role of leader in today’s organizations has changed and the success of any organization relies on the relationship styles practiced by leaders (Hina Saleem, 2015). Therefore, employees with high job satisfaction are likely to exert more effort in achieve common goal in organization. One of
In the face of a such challenging and dynamic environment and in order to survive and to be successful, organizations need the knowledge, ideas, energy and creativity of every employee from front line workers to the top level managers (Spreitzer, 2007). Some human resources management approaches frequently assume that higher organizational performance can be accomplished by effective teamworking and personal empowerment. So, there is no surprise that today, there has been a considerable increase in application of teamwork in organizations
ENVIRONMENTAL FACTOR: - This factor have to do with the organization. The structure of the organization can affect staffing in the sense that the number of staffs in private facilities is not same with those of government. Small facilities and some me big facilities. The smaller facilities always have problem with staffing. The facilities are not able in most cases to fund the bill of too much staffs, hence they only employ few people whom they will be able to pay.