HIGH PERFORMANCE WORKING STANDARDS

Performance Management and High Performance Working Standards

Performance Management and High Performance Working Standards

Introduction

High-performance work systems (HPWS) are defined as a group of separate but interconnected human resource (HR) practices designed to enhance employee effectiveness. These include functions of HR such as selection, training, performance appraisal, and compensation. Performance management systems have been developed to assist in the performance measurement by the human resource management. Therefore, human resource department designs strategies in order to achieve the optimal level of performance from their employees (Bassi, 2007). There are various challenges faced by human resource of various organizations to achieve the most favorable performance standards. Similarly, performance management is defined as the systems administered by the concerned authorities to optimize the outcomes from employees in terms of performance standards and efforts. The performance standards are set to conform to the desired customs by the entire workforce. Performances are judged against these standards and appraisals are prepared for personal evaluation.

Employees who are not satisfied with their jobs are not committed to the organization. As a result, they would not perform according to the optimal standards of performance. This can consequently lead to the negative effects on the company. The nonsense HR practice or system of practices can direct the organization into turmoil due to the fact that employees will resist in corresponding to work activities. Their lack of satisfaction and commitment is most likely a result of mismanagement of HR actions. The settlement of system is essential of the improvement in attitudes, behaviors, and performance is the aim of achievement.

Discussion

Various companies construct different strategies for performance management and high performance working standards. These strategies depend on several factors such as size of the organization, structure, sector, and other factors. The employees are measured against the standards for their performance. However, many underlying challenges prevail in the situations. Workers often lag in performance due to numerous issues such as low motivation, dissatisfaction, grievances, and other reasons. In such circumstances, human resource management bears the responsibility to undertake steps in order to resolve these issues.

The major employee attitudes examined were empowerment, organizational commitment, and job satisfaction. These attitudes standards are usually measured and evaluated on the basis of various factors such as satisfaction, loyalty, and behavior. The unsatisfied workers are less likely to respond to enhancing the quality of work. Thus, the work quality suffers consequently (Bassi, 2007). The loyalty issues arise due to negative behavior of the employee towards its organization. Employees who are not satisfied with their jobs are not committed to the organization. As a result, they would not perform according to the optimal standards of performance. This can consequently lead to the negative effects on the company.

The high performance work systems provides more effective than those of workers in control-oriented organizations who experience agent motivation. It offers an organization with high prestige in which the workers are committed and fully participating in the organization. They are not the agents controlled by the structure of incentives ...