creating a high-performance work

SOLUTION AT Australian Expert Writers

DIPLOMA IN HR MANAGEMENTMODULE 3 – 5IVPIMPROVING ORGANISATIONPERFORMANCEAimTo explore how• Organisations can drive sustained organisationalperformance by creating a high-performance workorganisation (HPWO)– By applying the concept of High Performance Working(HPW) and the practices that contribute to this.This unit will build the business case for adoptingHPW and creating HPWO in order to createsustainable organisation performance, involving theHR function and also line management.2Learning Outcomes1. Understand the concept of High-Performance Working (HPW)and its contribution to creating and sustaining a HighPerformance Work Organisation (HPWO)2. Understand the contribution of Performance Management tohigh levels of performance and the role of Line Managers inthe process3. Know how to create and sustain a community of practice tobuild a high-performance culture.34Supporting Business Priorities – PracticalAs members of the Body Image’s HR Leadership Team you are attendingthe annual Business Leadership Planning Meeting. During the all daymeeting the following business critical needs have been identified:• Urgent need to become more competitive– Becoming more innovative and creative, greater task discretion, greateremployee involvement and commitment etc…• Need to create Sustainable Organisational Performance– Increased Productivity, Sales and Profitability• Significantly improve Employee Well-BeingYou have been tasked with identifying a range of HR practices which,when combined, can support these business critical priorities. For eachbusiness priority:• Discuss and agree what the people implications are, includingidentifying the roles of Leaders, Managers and Employees• Explore and list what specific HR practices we need to focus on,– Summarise the HR Practices for Leaders, Managers andEmployees5High Performance Working – Definition‘High Performance Work Practices (HPWPs) are employeemanagement tactics that increase the productivity and profit oforganizations.When these tactics are applied systematically and fairlythroughout the organisation over time, they increase employeeengagement, support high performance and productivity, buildcustomer trust and loyalty, and in turn, increase profits.’.Lacey Schmidt, https://www.thewisdomthatworks.com/high-performance-work-practices/• A way to create highly engaging and involvingapproach to employee management• Encourage discretionary behaviour• Promote innovativeness, trust, courage and agility• Achieve high levels of sustainable performance at anorganisational, team and individual level. 67Long TermOrientationContinuousImprovement& RenewalManagementQualityHigh Performing Work OrganisationHigh Performing Work Practices5 Factors of High Performance*EmployeeQualityOpenness& ActionFocussed* What makes a High Performance Organization, Andre de Waal (2012)Building Blocks for High Performance8Organisation DesignThe process andoutcome of shapingan organisationalstructureto align it with thepurpose of thebusiness and thecontext in which theorganisation existsOrganisationDevelopmentA planned andsystematic approachto enabling sustainedorganisationperformance throughthe involvement of itspeopleOrgDesignOrgDevHighPerformingOrganisationHighPerformingWorkingPracticesBenefits of HPW– to the organisation and employeesThere is a link between HPW and various measures ofimproved organisational performance:• Increased productivity, sales, profitability• Beneficial outcomes for employees in terms of higher jobsatisfaction and motivation• Greater opportunities for innovation and creativity,greater task discretion, greater employee involvementand commitment• Lower employee turnover• What other benefits could HPWs bring?Source: High Performance Working: A Synthesis of Key Literature. 9The evolution of High PerformanceOrganisations10OLD STYLE• Command and Control• No employee involvement• “Just get on with it!”• Stick with the traditional way –no change• No investment in social skills• Task orientatedNEW STYLE• Less hierarchical structures• More employee influence• More complete approach• Job rotation andenrichment• Multi-tasking (and skilling)• Greater innovationencouraged• Investment in interpersonalskills• People orientated.
Building Blocks for HPW(components)
1. HPW is “all or nothing”2. The ‘buy-in’ and role of Line Managers is crucial3. Employee’s need to believe and feel it, trust the organisationand managers and be committed4. Need for a Clear vision supported by strong values and culture(reinforced and guarded by HR)5. Structured work organisation (Organisation Design!)6. Jobs designed to encourage collaboration, involvement andautonomy – ‘empowerment’7. Teamwork – agility8. Innovative ‘Reward’ strategy aligned to business strategy9. Clear ‘Employer Brand’10. Clear Employee Value Proposition (EVP)11
Blockages and Enablers to HPW– Discussion
Blockers– Identify potential barriers to HPW– Suggest ways of overcomingEnablers– Identify potential enablers of HPW– Suggest ways of communicating the positivebenefits of HPW.12
High-Performance WorkingPractices (HPWP)
High Performance Work Practices are:• HR activities that have been shown to improve anorganisation’s capacity to effectively attract, select, hire,develop, and retain high performing personnel.‘Bundles’ of Practices:• A set of specific HPWPs focused on joining up differentHR Practices to improve employee performance andcommitment• Examples include:– High Employee Involvement & Engagement– Recruiting and Developing Talent– Empowering Employees– Aligning Leaders and Managers 13High Performance Bundles – example14UKCES, High Performance Working in the Employer Skills Surveys, July 2013HPWP System Model*15• Recruitment & Selection• Training & Development• Job design• Team-working• Communication• Appraisal, goal-settingand feedback• Financial and otherrewards• Fair treatment and singlestatus• Internal promotion andjob securityEmployeecompetenceOpportunitiesto contributeMotivationEmployeecommitmentEnhancedemployeeperformance*David Guest’s 2006Business Benefits of HPWP –Discussion1. Sustainable OrganisationalPerformance– Productivity, Sales, Profitability2. Employee Well-Being– Higher job satisfaction andmotivation3. Competitive Advantage– Greater opportunities forinnovation and creativity, greatertask discretion, greater employeeinvolvement and commitment*High Performance Working: A Synthesis of Key Literature.16• Explore the linksbetween HPWP andthese businessbenefits• Why and How?• Identify the keyHPWPs that wouldsupport thesebusiness outcomes• What?17High-Performance Culture – Discussion• What is the significance of ‘multiculturalism’ andeffective diversity management to the creation of ahigh-performance culture?• What can be done to ensure that trust, enthusiasmand commitment are maintained to sustain a highperformance culture?• What can be done to ensure the critical skills,capabilities, experience and performance arerecognised?.18Create & sustain a community of practice tobuild a high-performance culture (L5)• Effective and inclusive collaborative workingand communication techniques• Supporting organisational values, generatingtrust, promoting diversity and potential• Improving employee capability by supportingdevelopment needs• Providing a range of support options tofacilitate Performance improvement &learning (e.g. online).19Effective and inclusive collaborativeworking and communication techniques (Slide 50)• Engaged employees• Engaged and inclusive policies• Learning opportunities• Potential for growth• Generating trust• Promoting diversity• Releasing potential2021Performance Management• “A strategy which relates to every activity of theorganisation set in the context of its human resourcespolicies, culture, style and communication systems. Thenature of the strategy depends on the organisationalcontext and can vary from organisation toorganisation” (CIPD – Michael Armstrong 2009)• “A methodology to ensure everyone gets a piece of thestrategic action” (Oakwood International – 2019).22Principles of Performance Management1. Translates corporate goals into individual, team anddivisional goals2. Helps to clarify corporate goals3. Measures and assesses all performance against jointlyagreed goals4. Requires an open management style and two waycommunication5. Relies on consensus and cooperation not control andcoercion6. Encourages self-management and continuousfeedback7. Improves performance over time (not over-night!)8. Not primarily linked to financial reward.23PM – Traditional vs Modern24Traditional12 months (with 3 monthreviews)Looking backwardsFocus on accountability forpast performanceComparison with othersForced rankingFocus on financial rewards andpunishmentInternal competition ratherthan collaborationSubjective – lack of honestyDisliked by allVery time consumingModernBusiness need for agilityThe importance of teamworkFrom accountability todevelopmentResponding to change ratherthan following a planInstant and regular feedback onperformance and developmentFocus on improving currentperformance (individually, team andorgn)Nurturing talent for the futureEncourages collaboration, selforganisation, regular reflection,continuous improvement, ability torespond to customer feedbackTransactional view of performance Focus on improvement and growth
The role of Line Managers in the PMprocess
• Line Manager involvement is key in high-performancemanagement• The importance of Development Reviews in managingContinuous Professional Development• Line Manager as Coach and Mentor• The use of PDPs and Performance Improvement Plans• Essential to have regular Performance Review meetings• Evaluating the use of targets, self-evaluation, 360⁰ feedback &discipline• Improving performance with financial and non-financialrewards• Monitoring & mentoring of line managers in the PM process toensure consistency, transparency and fairness.25Performance Management Process261. AgreeObjectives2. Ongoingmonitoringandfeedback3Evaluationand reviewPerformance Management Model271. AchievingClarity aboutthe job2. Agreeingand settingobjectives3.Continuouslyreviewingperformancein the job4. Preparingfor theperformancediscussion5. Conductingtheperformancediscussion6. Takingaction andrecording theresultsMeasures used in PerformanceManagementOpen discussion:• Why measure performance?• How do you measureperformance?• Examples of how:– KPIs– Graphic rating scales– Management by Objectives– ‘Forced ranking/distribution’– 360 degree– Others?.28Assignments 5IVP2 written assignments needed:• Assignment Part A:Written report (secondary research) – Concept of HighPerformance Working (HPW) and its implementation (1,500words)• Assignment Part B:Written report (primary research) – Performancemanagement in the context of the performance managementcycle (1,500 words)29What’s Next?Once you have successfully completed all yourassignments and your updated CPD Plan and Record, youhave gained your CIPD qualification:• Oakwood will instruct the CIPD to issue your certificate• Update your CV with the full CIPD qualification title:CIPD Intermediate Level 5 Diploma in HR Management,provided by Oakwood International• Update your business card with Assoc CIPD• Use the CIPD resources• Keep in touch with Oakwood!.You have earned this prestigious qualification so tell the world!

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