HIGH PERFORMANCE WORK ORGANIZATION

High Performance Work Organization



High Performance Work Organization

Performance evaluation is the process by which not only control the results of a global organization that combines the results to the individual level to group or collective level, and level of the organization itself, but is estimated overall performance of it and encouraged its development.

Within divisions of large companies, it is time to streamline costs and research areas of effectiveness and efficiency within the company. Economic instability, the emergence of crises, turbulence of the environment are all factors that have led companies to restructure, to establish new management style and above all to rethink the place captured by human capital in the company. The human resource management has grown considerably in the late 20th century. It is according to many authors the ultimate determinant of business performance which, as it is the lever through which the company can distinguish itself from its competitors. Western companies facing for a long time are wondering about the performance of Japanese companies when Japan had no natural resources, or miracle solutions to the management level.

Businesses today are facing, to develop, or at least survive, in search of organizational performance. To do this, they have hitherto untapped potential and is not required in the traditional accounts, namely social performance. This performance was achieved mainly human resources available to the company. It is therefore natural that companies are turning to human resource management as the new source of competitive advantage and the ultimate determinant of organizational sucked.

Obviously, a measurement system to improve organizational performance, taking into account the "trilogy of value" can not address only the financial results. To the extent that it is understood that the Organization is a complex system that is not enough to measure the amount of products or services, how efficiently they are carried out, means the performance of a more comprehensive manner.

During the past forty years, many scholars and leaders have studied, tested, pushed, extended, refined, tested, and failed argued the beginning basics of what Trist and his associates studied and analyzed. Today, leaders offer plenty of tips, which are very safe, what to do and not do to improve the performance of an organization. They know what works and what does not work, or at least that's what they say. The only thing that support is not knows exactly why there are so few high-performing organizations.

Organizations have built a comparison between traditional organizations and high performance based on the writings of leaders on the topic. Observe how prescriptive and specific leaders are. They know exactly how it should be a high performance organization. Note how different is the new high-performance organization have known traditional most of us. Can leaders justify this radical departure from tradition? They believe they can and bring out a lot of statistics and anecdotes to prove it. In true high-performance organization traditional hierarchy does not exist. The teams and development teams assume most of the responsibilities that belonged to traditional managers ...