Business leaders should implement powerful concepts in their organizations to meet employees’ needs and improve performance. The High Performance Working (HPW) approach is one of the concepts that can make a difference in a given organization. This approach has been embraced by managers to create and sustain High Performance Work Systems (HPWS).
The Concept and Components of High Performance Working (HPW)
According to the United Kingdom Commission on Employment and Skills, High Performance Working (HPW) focuses on the best strategies to manage organizations and empower employees to focus on every business objective. The implementation of the concept has been considered to maximize employee commitment, thereby delivering improved levels of performance. The model is designed in such a way that employees are guided and supported to put adequate efforts into their activities. Consequently, the workers utilize their competencies and ideas in an attempt to support the goals of the targeted organization. That being the case, organizational managers who want to achieve their objectives much faster should be keen to support every key component of HPW.
The High Performance Working (HPW) model is supported by several key concepts and strategies if positive gains are to be realized. To begin with, the HPW framework is incomplete without strategic and leadership practices. A competent leader who intends to implement HPW practices in his or her unit will have to formulate a powerful strategy. The concept of strategy is broad and entails several practices such as identification of appropriate business processes and aligning them to the targeted objectives. The idea of strategy is expanded in such a way that different employees and stakeholders are involved throughout the process. The use of adequate leadership approaches will result in evidence-based approaches whereby different employees and followers are empowered to be part of the implemented strategy. These attributes will result in HPW practices.
Leaders should design different activities, identify the right people, and match them with the targeted goals. This means that every individual will be engaged and empowered to pursue specific activities that resonate with the organization’s agenda or objectives. Organization development is another powerful attribute of HPW. This evidence-based approach presents appropriate changes and behaviors to empower different workers to deliver positive outcomes. The concept should be supported by the human resource (HR) department by liaising with development functions or units to align people to processes and strategies. The ultimate goal is to focus on new changes or practices that can result in improved organizational performance.
Employee engagement and involvement is another meaningful concept of the High Performance Working (HPW) framework. This practice focuses on leadership strategies whereby different followers are involved in every aspect of the company. More often than not, leaders empower their employees, offer adequate resources, and assign tasks depending on every individual’s prowess. Practices such as teamwork and collaboration are implemented in an attempt to deliver timely and meaningful results.
Additionally, High Performance Working (HPW) is incomplete without embracing the power of the above concept. Abraham Maslow’s theory of the hierarchy of needs has been referenced by different scholars whenever examining the issue of employee rewards. According to the theoretical framework, workers whose psychological, physical, and emotional needs are met will be engaged and ready to achieve their potential. They will also implement powerful practices that can add value to the targeted organization.
Individuals from diverse backgrounds receive adequate support and resources. There are various roles that must be completed by HR departments in an attempt to promote HPW’s working environments. For instance, the performance of employees must be appraised to inform appropriate training models. HR departments must also engage in various practices that can result in the continuous development of skills. This approach will support the HPW concept and maximize performance. The model of the work-life balance must be considered whenever analyzing the HPW framework. This is the case because the strategy empowers employees to overcome stress and maximize their inputs. The level of turnover is usually low (or nill) when HPW becomes a defining factor in a given company.
High Performance Working (HPW) for Sustainable Organization Performance
High Performance Working (HPW) is associated with sustained organizational performance. Since the concept is founded on various evidence-based practices such as positive leadership and appropriate HR initiatives, it becomes easier for employees to work hard, address their differences promptly and engage in activities that add value to their respective companies. The HPW framework transforms a company’s environment in such a way that people, processes, and strategies are aligned. Consequently, potential sources of conflicts or challenges are identified before they can get out of hand.
Decision-making and problem-solving processes are handled in a diligent manner. The concept of lean becomes evident due to the nature of organizational procedures and models. These attributes have been observed to improve and sustain organizational performance. Companies that implement or support the initiative have been observed to record increased profits.
A contented worker will be willing to support an organization’s business model or agenda. The HPW theory has been observed to create desirable workplaces or settings whereby the emerging employees’ needs are addressed efficiently. Corporations that implemented this theoretical framework recorded a reduced number of conflicts and misunderstandings. Instead, most of the employees in such environments were ready to work as teams, address emerging problems and formulate models to achieve organizational goals. The concept of work-life balance was also associated with the approach, thereby maximizing the wellbeing of different workers. The HPW model is, therefore, one of the best standards that can be implemented in a given working environment to meet the changing needs of employees from diverse backgrounds.
The High Performance Working (HPW) conceptual framework is one of the best concepts for maximizing the competitiveness of any given organization. For instance, empowered workers design processes and practices that resonate with the business models of their companies. They also work hard to achieve every outlined objective. Leaders find it easier to manage and guide their employees due to the existence of positive attributes such as teamwork, problem-solving, critical thinking, and strategic focus. The workers in a given organization collaborate to develop appropriate goals that can result in improved performance.
They will tackle emerging challenges, implement powerful processes, and form teams to achieve every targeted objective much faster. These attributes have been associated with an increased competitive edge or advantage. Companies that have this kind of advantage will deliver quality goods (or services) to the greatest number of customers and eventually remain successful.
As indicated earlier, HPW is comprised of various systems and processes that bring together different stakeholders such as HR managers, workers, leaders, and supervisors. These individuals also use their competencies to design superior processes and align them with the company’s business model. New projects are designed in such a way that they can support existing business strategies. These HPW systems and processes are supported by organizational leaders and workers to achieve every business aim.
Since the High Performance Working (HPW) concept is informed by evidence-based workplace practices and values, it becomes easier for companies that embrace the model to promote and support cultural changes. Adequate HPW processes empower different employees to engage in desired behaviors and practices that can result in a reputable organizational structure.
The implementation of powerful HPW practices led to a positive organizational culture. This kind of culture is identified using critical indicators such as teamwork, increased levels of collaboration, reduced conflicts, and diversity. The targeted employees also focus on the goals of the company to make it successful and competitive. This analysis shows clearly that HPW is a powerful factor that can be used to promote a sustainable culture.
Barriers to High Performance Working (HPW)
Although High Performance Working (HPW) has been described by many scholars as a positive attribute in every organization, some analysts have indicated that the concept might not be implemented by every manager. This happens to be the case because there are powerful barriers that must be addressed by companies that are planning to implement the framework. A favorable environment is one of the best factors for supporting the implementation of the idea.
This means that companies or working environments associated with negative attitudes to change will not reap the full benefits of HPW. Many employees in such environments will be against any form of change since it might affect their comfort zones. Additionally, companies will have to incur numerous costs and time whenever implementing their framework. This is the case because the concept must be supported using adequate resources, training programs, and tools to succeed. This barrier explains why it is usually hard for many corporations to implement the HPW concept efficiently. The efforts of different stakeholders such as organizational leaders and managers, employees, and supervisors will also dictate the success of the HPW implementation process.
When there is a lack of trust and understanding, chances are high that the High Performance Working (HPW) framework will be implemented efficiently in a given organization. This happens to be the case because different actors will be unable to formulate appropriate strategies and align them with the existing business processes. The level of cooperation will also reduce significantly when there are mistrust and lack of understanding. Conflicts and disagreements will increase, thereby affecting employees’ performance and effectiveness.
The relationship between trade unions and organizational performance is a topic that continues to capture the attention of different human resources (HR) and organizational management professionals. Many scholars have acknowledged that the lack of cooperation from trade unions can disorient every organizational change process. This means that the affected company or working environment will be unable to implement the concept efficiently. Companies that plan to benefit from the concept should, therefore, address these barriers and embrace evidence-based practices to deliver positive outcomes.