Watch The Video Titled High Performance Teams 4 Min 57 Sec

Watch The Video Titled High Performance Teams 4 Min 57 Sechttps

Watch the video titled "High Performance Teams" (4 min 57 sec). High Performance and the Choices Managers Make. Please respond to the following: Imagine that you are HR manager for a company with a high performance work system that includes the right combination of people, technology, and organizational structure. Provide two (2) suggestions for how the combination of these factors can contribute to high performance for the organization. Support your position. From the scenario and the eActivity, suggest two (2) actions you can take in order to contribute to high performance within your company. Provide support for your response.

Paper For Above instruction

Introduction

High performance work systems (HPWS) are integral to achieving organizational excellence. They rely on the strategic integration of people, technology, and organizational structure to foster an environment where employees can perform at their best, leading to sustained competitive advantage. As an HR manager, understanding how these components synergize is vital for implementing practices that promote high performance.

Contribution of the Combination of People, Technology, and Organizational Structure

One key suggestion is aligning talent management strategies with technological advancements. By recruiting and retaining skilled employees who are proficient with the latest technology, organizations can optimize productivity and innovation. For example, investing in continuous training ensures staff remain competent with evolving tools, thus enhancing efficiency. Such alignment creates a workforce capable of leveraging technology to streamline processes, improve quality, and respond swiftly to market changes (Boxall & Purcell, 2016).

A second recommendation involves restructuring organizational design to foster collaboration and agility. Implementing flat hierarchies or cross-functional teams encourages open communication and shared goals. When structure supports teamwork and decentralized decision-making, employees are empowered to take initiative, solve problems proactively, and contribute innovative ideas. This, in turn, accelerates organizational responsiveness and adaptability—key drivers of high performance (Schuler & Jackson, 2018).

Actions to Promote High Performance

Firstly, I would focus on cultivating a culture of continuous improvement through targeted training and development programs. Encouraging learning initiatives not only enhances individual competence but also promotes a mindset aligned with organizational goals. For instance, implementing leadership development programs can prepare employees for higher responsibilities, motivating them to perform at their best and reducing turnover (Noe, 2020).

Secondly, fostering an environment of recognition and motivational incentives could significantly boost performance. Recognizing accomplishments publicly and tying rewards to performance metrics motivates employees to sustain high levels of effort. This approach reinforces desired behaviors, nurtures engagement, and fosters a sense of ownership among staff (Deci & Ryan, 2017). Such actions create a positive feedback loop where high performance is acknowledged and encouraged.

Conclusion

In conclusion, an HR manager plays a pivotal role in orchestrating the integration of people, technology, and organizational structure to cultivate high-performance work systems. Strategic alignment of these elements—through talent development and organizational agility—facilitates an environment conducive to excellence. Furthermore, implementing continuous learning initiatives and recognition programs can sustain and enhance high performance, ultimately driving organizational success.

References

• Boxall, P., & Purcell, J. (2016). Strategy and Human Resource Management. Palgrave Macmillan.
• Deci, E. L., & Ryan, R. M. (2017). Intrinsic Motivation and Self-Determination in Human Behavior. Springer Science & Business Media.
• Noe, R. A. (2020). Employee Training and Development. McGraw-Hill Education.
• Oxford University Press.
• Huselid, M. A. (1995). The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance. Academy of Management Journal, 38(3), 635-672.
• Becker, B. E., & Gerhart, B. (2016). The Impact of Human Resource Management on Organizational Performance. Academy of Management Journal, 39(4), 779-801.
• Ulrich, D., & Dulebohn, J. H. (2015). Are We There Yet? What's Next for HR? Human Resource Management, 54(2), 177-186.
• Schuler, R., Jackson, S. E., & Tarique, I. (2019). Strategic Human Resource Management: A General Manager Approach. Journal of Management, 45(2), 369–378.
• Wright, P. M., & McMahan, G. C. (2011). Exploring Human Capital: Putting 'Human' Back into Strategic Human Resource Management. Human Resource Management Journal, 21(2), 93-104.
• Cohen, S., & Prusak, L. (2014). In Good Company: How Social Capital Makes Organizations Work. Harvard Business Review Press.