HIGH-PERFORMANCE WORK ORGANIZATIONS: ANNOTATED BIBLIOGRAPHY

High-performance work organizations

(Annotated Bibliography)

High-performance work organizations: Annotated Bibliography

Introduction

High Performance Work Organization (HIPOs) is many things to many people. Because of this, rigorous research has been hampered by lack of full understanding of the structure. In addition, in practice, managers can not begin to determine whether their organization actually HIPOs, no one universally accepted definition.

We define the organization to achieve organizational performance goals, the pursuit of business strategies to achieve sustainable competitive advantage (Gephardt & Van Buren, 1996). For a more comprehensive measure of organizational performance, one may use a similar approach Balanced Scorecard, in which non-financial measures to enhance the level consistent with the traditional focus on financial indicators.

Self-managed work teams or employee involvement would be more appropriate environment, will continue to require innovation (Lawler, 1994). For example, IBM and Microsoft are widely used in the team and staff to meet the needs of the rapidly changing environment of the computer.

In contrast, total quality management may not be as suitable for complex, dynamic environment, relying on the speed of innovation and breakthroughs. Study found that total quality management program on the work of the highest quality high-volume, production-oriented environment (Lawler, 1994). Microsoft, for example, may find the choice between a good self-management team or employees to participate in their research and development areas, but poor co-ordination between, and their production facilities. Total quality management may be more suitable for production. In keeping with our definition, the HIPOs as a dynamic process of adjustment to an organizational environment, different parts of the organization may face different environments. Therefore, not only the HIPOs can choose different components in different organizations, but within the organization as well.

FOR ANNOTATED BIBLIOGRAPHY, PLEASE CHECK APPENDIX.

The kaizen tends to shape what name is given in socio-technical system, since aims to generate a harmony between the technical and social. Therefore, and within their particular kaizen philosophy is to form high-performance organizations.

Look more closely at the fundamental conditions that meet high performance organizations, and how organizations practicing kaizen these conditions tend to get implemented.

§ To stimulate learning. Kaizen is one of the fundamental bases of continuous training.

§ Design of jobs requiring different skills. Kaizen is one of the main requirements for the purpose of making possible the "just in time" to achieve the highest level of versatility in workers. It is a fundamental issue in achieving work cells and preventive maintenance.

§ Organization of work around cross-functional teams. Kaizen promotes and bases its actions on small group activity, such as Quality Control Circles, which are formed around certain processes.

§ Promote leadership by experts and trainers. This is another key aspect in naming the supervisors, because the kaizen Particular focus on leadership training through experience in various jobs (rotation) and the capacity of facilitator.

§ High performance organizations have few hierarchical levels. This tends to achieve better communication, enabling leaders and managers to get closer and take a closer contact with the workplace (Gemba).

§ It promotes flexibility and ...