HPWS have emerged in response to international competition, new technology and increased customer demand resulting in a requirement for higher flexibility, higher product quality and higher performance (Lloyd, 2000). On one hand HPWS have been hypothesised as ‘win win’ systems that benefit both the employer and the employee whilst on the other hand their value seems to have been decreased by an increase in work-related health issues caused by work intensification and job insecurity. The aim of
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2012 Liang, Marier, and Cui 55 S Y East Meets West P O S I U Strategic Human Resource Management in China: by Xiaoya Liang, Janet H. Marier, and Zhiyu Cui Executive Overview This paper outlines important ideological, institutional, and cultural contexts that shape what strategic human resource management practices are possible in Ghina. A detailed review of the main components of the high-performance work systems model suggests that when they are introduced into the Ghinese
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High Performance Work System is a name given to a set of management practices that attempt to create an environment within an organization where the employee has greater involvement and responsibility. More specifically, HPWS has been defined by Bohlander et al (2004) as “a specific combination of HR practices, work structures, and processes that maximizes employee knowledge, skill, commitment and flexibility” (Bohlander & Snell, 2004, p. 690). Barnes (2001) writes that the concept and ideas for
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HRM into an organization it is important to remember to apply this concept at the strategic level; this will enhance the organizations performance, including the ‘bottom line.’ Implementing an HRM system at KFF, like High Performance Work Systems (HPWS), Kathy must carefully analyze each individual’s strengths and weaknesses, goals, rewards and achievements, education, personal and professional
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................................................... 12 DEVELOPING & IMPLIMENTING A HIGH PERFORMANCE WORK SYSTEM (HPWS) ...................................................................................................................................... 14 Fig 2 Integrating Core functions to create a HPWS ....................................................... 14 Fig 3 Achieving HPWS
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feedback can be helpful. In addition to that, there is no platform where employees can go for training and development, rather than just relying upon managers; they can be benefitted by creation of a learning organization. This important characteristic of HPWS does, not only improves the performance, but also employee
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Special Issue: Bridging Micro and Macro Domains Journal of Management Vol. 37 No. 2, March 2011 421-428 DOI: 10.1177/0149206310373400 © The Author(s) 2011 Reprints and permission: http://www. sagepub.com/journalsPermissions.nav Invited Editorial Bridging Micro and Macro Domains: Workforce Differentiation and Strategic Human Resource Management Mark A. Huselid Rutgers University Brian E. Becker State University of New York at Buffalo In this article, the authors focus on the challenges
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Introduction The human resources of an organization consist of all people who perform its activities. Human resource management (HRM) is concerned with the personnel policies and managerial practices and systems that influence the workforce. In broader terms, all decisions that affect the workforce of the organization concern the HRM function. The activities involved in HRM function are pervasive throughout the organization. Line managers, typically spend more than 50 percent of their
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of Hershey’s performance management system to appeal to the diverse groups that it employs. (Bohlander & Snell, 2004) High Performance Work System (HPWS) is defined as a set of management practices used to create an atmosphere within an organization where the employee has more involvement and responsibility. More precisely, HPWS has been defined by Bohlander et al (2004) as “a specific combination of HR practices, work structures, and processes that maximizes employee knowledge, skill
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redesign of Hershey's performance management system to appeal to the diverse groups that it employs. (Bohlander & Snell, 2004) High Performance Work System (HPWS) is a term given to a set of management practices that tries to create an atmosphere within an organization where the employee has more involvement and responsibility. More precisely, HPWS has been defined by Bohlander & Snell (2004) as “a specific combination of HR practices, work structures, and processes that maximizes employee knowledge
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