A high performance work system: definitions, concepts, and practices

Author

Sienknecht, R. Theodore ; Van Aken, Eileen M.

Author_Institution

Dept. of Ind. & Syst. Eng., Virginia Tech., Blacksburg, VA, USA

Volume

1

fYear

1999

fDate

1999

Abstract

Based on a review of the literature, we have developed a prescriptive framework of a high performance work system (HPWS) and compared it to actual practices. We define a HPWS as a systemic approach to organizational design that seeks to align the organization and its environment as well as align the organisational structure, systems, and processes using team structures to achieve operational effectiveness, innovation, and high quality results for customers. We prescribe five foci necessary for achieving a HPWS that encompass specific organizational practices: (1) top leadership support; (2) employee empowerment and team-based structures; (3) innovative human resource management; (4) performance measures; and (5) knowledge management

Keywords

human resource management; personnel; quality management; employee empowerment; high performance work system; high quality results; innovation; innovative human resource management; knowledge management; operational effectiveness; organisational processes; organisational structure; organisational systems; organizational design; organizational practices; performance measures; quality management; team structures; team-based structures; top leadership support; Couplings; Human resource management; Knowledge management; Measurement; Quality awards; Quality management; Resource management; Sociotechnical systems; Systems engineering and theory; Technological innovation;

fLanguage

English

Publisher

ieee

Conference_Titel

Management of Engineering and Technology, 1999. Technology and Innovation Management. PICMET '99. Portland International Conference on

Conference_Location

Portland, OR

Print_ISBN

1-890843-02-4

Type

conf

DOI

10.1109/PICMET.1999.808126

Filename

808126