Managing
Human Resources
Bohlander Snell Sherman
Chapter
Chapter 17
17
Creating
Creating
High-Performance
High-Performance
Work
Work Systems
Systems
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
17-1
Learning Objectives
Discuss the underlying principles of high-
performance work systems.
Identify the components that make up a high-
performance work system.
Describe how the components fit together and
support strategy.
Recommend processes for implementing high-
performance work systems.
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
17-2
Learning Objectives, cont.
Discuss the outcomes for both employees and the
organization.
Explain how the principles of high-performance
work systems apply to small and medium-sized, as
well as large, organizations.
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
17-3
High-Performance Work
System (HPWS)
A specific combination of HR practices,
work structures, and processes that
maximizes employee knowledge, skill,
commitment, and flexibility
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
17-4
Presentation Slide 17-1
Developing High-Performance
Work Systems
Linkages
Linkages to
to
Strategy
Strategy
Principles
Principles
of
of High
High
Involvement
Involvement
OUTCOMES
• Organizational
System
System Design
Design
•• Work-flow
Work-flow
• Employee
•• HRM practices
HRM practices
•• Support technology
Support technology
The
The
Implementation
Implementation
Process
Process
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
17-5
Presentations Slide 17-2
Four Principles of High-Performance Systems
Knowledge
Shared Information
Development
Performance-
Reward Linkage Egalitarianism
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
17-6
Anatomy of High-Performance Work Systems
Shared Knowledge Perf-Reward Egalitarian
Information Development Linkage Environment
Workflow
• Self managed teams
• Empowerment
Staffing
• Selective recruiting
• Team decision
Training
• Broad skills
• Cross-training
• Problem-solving
• Team training
Compensation
• Incentives
• Gainsharing
• Profit sharing
• Skill-based pay
Leadership
• Few layers
• Coach/facilitate
Technologies
• HRIS
Communications
•Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
17-7
Cross-Training
Training of employees in jobs
in areas closely related to their own
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
17-8
Competitive
Competitive Presentation Slide 17-3
Company Challenges
Challenges
Company
Values
Values
Achieving Strategic Fit
Strategy
Strategy
Workflow
Workflow
Design
Design
Workflow
Workflow HR
HR
VERTICAL Design
Design Practices
Practices
FIT
HORIZONTAL
HORIZONTAL
FIT
FIT
Achieving Strategic Fit
• Vertical
Leadership
Leadership
• Horizontal Technologies
Technologies
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
17-9
Horizontal Fit
Situation in which all the internal elements
of the work system complement and
reinforce one another
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
17-10
Vertical Fit
Situation in which the work system supports
the organization’s goals and strategies
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
17-11
Presentation Slide 17-4
Implementing High Performance Work Systems
Build
Build aa
case
case for
for
change
change
Navigate
Navigate
Navigate
Navigate
Navigate
Navigate
Navigate
transition
Navigate
transition
transition
Involve transition
transition
transition
transition
Communicate Involve transition
Communicate union
union
Evaluation
Evaluation
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
17-12
Critical Steps
Build
BuildCase
Casefor
forChange
Change for Success
Establish
EstablishCommunications
Communications
Plan
Plan
Involve
InvolveUnion
Union
Cultivate
CultivateMutual
MutualGain
Gain
Establish
EstablishFormal
Formal
Commitment
Commitment
Critical
Critical
Success
Success Foster
FosterConstituent
ConstituentSupport
Support
Factors
Factors
Adhere
Adhereto
toProcedures
Procedures
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
17-13
Process Audit
Determining whether the high-performance
work system has been implemented
as designed
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
17-14
Competencies for Competitive Advantage
E RA
L U RE
VA
Combining
Core Competencies
through People to
DI Create
FF
IC Competitive Advantage
U LT D
ZE
TO I
IM AN
IT RG
AT O
E
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
17-15
Some additional acetates from the author follow….
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
17-16
Anatomy
Anatomy of
of High-Performance
High-Performance Systems
Systems
Knowledge
Principles of Shared Devel- Egal-
Structures, HR, and Management
High Performance Information opment Linkage itarianism
Work Design
Staffing
Training/Development
Rewards
Leadership
Technologies
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
17-17
Ensuring
Fit Organ-
izational
Values
Competitive Employee
Challenges Concerns
Strategy
Vertical Fit
Supporting Workflow Leadership HRM
Technology Design
Horizontal Fit Practices Practices
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
17-18
Underlying
Principles Shared
of High Information
Performance
Work Systems
Egalitarian S Knowledge
Environment PW Development
H
Perf.-Reward
Linkage
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
17-19
