HRM Assignment



HRM Assignment

Introduction

Employees beliefs about the organization valuing production over service were positively related to the number of tasks monitored by the company, such that the higher the number of tasks monitored, the greater the belief that production was valued over service. In this case an employee did have a higher focus on production or quantity. Interestingly, this was not related to a lower importance of service. On the contrary, employees' focus on service also increased (Wiig 2008, p.155).

Simon (2006) suggest that managerial attention to one facet of employee performance had stimulated the employee to consider all performance facets as important, revealing the facilitative role of monitoring in highlighting managerial interest in performance (Wilkinson 2009, p.279). Field studies in high performance work practices have focused on workers preferences for different performance dimensions, such as quantity or service, but not on actual performance on these dimensions. While there is some experimental work examining the supervisory use of high performance work practices information, this aspect has not been examined in a field setting? Further, the effects of supervisory use of high performance work practices information and its relationship with different performance dimensions have not been investigated (Lawrence & Lorsch 2007, p.28).

HPWPs and the AMO model

It is recognized that high performance work practices are always the same as performance ratings and it is in this general sense that the term will be used here. Attempts to improve work practices, to increase the extent to which they are valid indicators of differences in performance, have proved extremely difficult (Wiig 2008, p.155).

Once high performance data system indicators are put in use by an organization they are not just to be left unmonitored, the whole purpose of their existence is as a feedback system with which managers can assess the general health of an organization. If performance indicators are not being met, as in benchmarks are not consistent with actual results then this feedback system will allow managers to see where failures have occurred (Chakravarthy 2006, p.437). Corrections on the manager's part must then be made after investigations as to why benchmarks have not been met making high performance work practices a powerful tool for managers if used correctly (Canning 2009, p.15).

The behaviour of any employee which affects the overall performance and climate of the organization may come under the head of contextual performance (Buchner 2007, p.59). Contextual performance may have numerous issues and it is necessary to acknowledge such behaviour of the employee. In this fast paced globalized network, employees are looking forward for people who have leadership skills, are persistent and ready to work overtime. Hence to build such a cooperative team, the organization must appraise the existing employees so that total quality people become a part of the team. It will improve the company financials by many folds (Wiig 2008, p.155).

A study across five organizations, with two of the firms implementing high performance work practices but not the other three, corroborated the above finding. Workers in organizations with high performance work practices ...