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J & W Plc high performance and employee involvement.

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´╗┐Executive Summary: The idea of this report is to look at the High performance working and employee engagement. Research of this report is based on academic and web based literature review. The major findings of this report indicate that High Performance work system can bring success for an organization. Employee engagement is one of the best HR practices. High employee engagement can improve the company?s overall performance. Barriers for High performance work practice implementation can be avoided staff training, involvement (e.g. Information sharing) and motivation (e.g. Rewards).Practicing the high commitment seven HR practices suggested by Pfeffer can improve the organization performance. Based on the finding, this report recommends that Information sharing, training, selective hiring Rewards and incentives can improve the J&W plc?s staff performance. 1. Introduction: There have been a significant number of studies conducted over the last few years investigating links between human resource management and organisational performance. It was mainly focused on the concept of high performance working practice and employee engagement. These concepts have been implemented in USA and Britain as well and proven positive. The main idea was to implement some particular HR policies and practices, which has the potentiality to contribute to the improvement of the employee attitudes and behaviour, labour turnover and higher levels of productivity, quality and customer service. In his last two books Jeffrey Pfeiffer have discussed about the best HR practice models and proposed 7 HR practices. These were secured employment, selective hiring and sophisticated selection, team working, High compensation, extensive training, learning and development, reduction of status and sharing information (Rayner C and Smith D, 2009). This is a report on J&W PLC staff performance to investigate the high performance working and employee engagement. The report will focus on the HR practices, its implementation, benefits, potential barriers and limitation. The aims and the objectives of this report are: 1. Addressing the high performance working and employee engagement. ...read more.


Lower skilled workers can bring negative impact of team working where as with the high skilled, well trained and self managed team can improve the organisational performance. 2.3.4 High compensation on performance: High compensation is one of the significant parts of best HR practices. There are two main elements of this human resource practice- paying higher than normal compensation and reward related to performance. Christopher A (2009) remarks that successful organisation always evaluate their pay and performance system because it is more visible and important to the employee. A clear and fair pay system can motivate the employee to give their best. Gielen Anne C. et al (2009) had established the relation between the performance and pay. In the study it shows that implementation of performance related pay had increased the organisational productivity by 9%. 3.3.5 Extensive training, learning and development: Employers always try to recruit ?Outstanding human talent?. It is their primary duty to make sure that these people remain active in their own field, not only in terms of professional expertise or product knowledge but also working as a team and interpersonal relations. Regular training and suitable learning environment can keep these talent fit to give their best. Noe A R et al (2010 p-272) mentioned the benefits of employees training which includes increasing knowledge, improve skills to work with new technologies, efficiency of working in a team and better understanding of companies culture and laws. Herman A and Kurt K (2009) one of their studies revealed the benefits of training for the employees in terms of multidisciplinary, multilevel, and global perspective. The time and resources which will be invested for training, learning and development purpose is also very important. 2.3.6 Employee involvement information sharing and worker voice: Employee involvement by information sharing is an essential part of high performance. The type of information share in the organisation is a key aspect of human resource management. ...read more.


p 451-474. [Online] Available at: http://www.annualreviews.org/doi/abs/10.1146/annurev.psych.60.110707.163505 Accessed 25th March 2012. Haynes,P. and Fryer, G. (2000), ?Human Resources, service quality and performance: a case study?. In International Journal of Contemporary Human Resources Management, Vol.12, No. 4, p.240-8, cited by Boxall, P. and Purcell, J. (2003), Strategy and Human Resource Management, Hampshire:PalgraveMacmillan, p.242 Holland P et al (2011) ?EMPLOYEE VOICE AND JOB SATISFACTION IN AUSTRALIA: THE CENTRALITY OF DIRECT voice? Journal of Human resource management; 50(1), p: 95-111. [Online] Availavle at: http://onlinelibrary.wiley.com/doi/10.1002/hrm.20406/abstract Accessed 4th April 2012. How public sector cuts affect HR priorities , ?People Management Magazine April, 2011 p-42 King J (1995) ?High performance work systems and firm performance ?Monthly Labour Review p-29-36. [Online] Available at: http://heinonline.org/HOL/LandingPage?collection=journals&handle=hein.journals/month118&div=57&id=&page Accessed: 10th April 2012. Magnus M et al (2009) ?Information sharing and team performance: A meta-analysis? Journal of Applied Psychology; 94(2) p: 535-546. [Online] Available at: http://psycnet.apa.org/journals/apl/94/2/535/ Available at: 3rd April 2012. Martin J (2010) ?Key Concepts in Human Resource Management? London, SAGE publication. [Online] Available at: http://www.dawsonera.com/depp/reader/protected/direct/AbstractView,title.$ReaderFunctions.downloadForm.sdirect Accessed : 5th April 2012 Noe R et al (2010) ?Human Resource management -Gaining A Competitive Advantage? 7th Ed. New York, McGraw-Hill Irwin. Prescott K (2012) ?The Encyclopaedia of Human Resource Management?. Volume1 p-388, San Francisco: John Wiley & Sons. [Online] Available at: http://books.google.co.uk/books?hl=en&lr=&id=zCndDk5W9nQC&oi=fnd&pg=PA388&dq=benefits+of+self+managed+team+work&ots=gfFP2Ysvw2&sig=yc4xp9EuvV3fmzTtEVzQYxZILY0#v=onepage&q&f=false Accessed 20th March 2012. Prince J et al (2011) ?High-involvement information sharing practices: an international perspective? The International Journal of Human Resource Management, 22(12) p: 2485-2506. [Online] Available at: http://www.tandfonline.com/doi/abs/10.1080/09585192.2011.588032 Accessed 3rd April 2012 Rayner C & Smith D (2009) ?Managing and leading People? 2nd ED, London, CIPD house. Robbins and Judge (2011) ?Organisational Behaviour ?14th Ed, Harlow, Pearson Education Limited. Surdulli s et al (2012) ?Employee Empowerment and Involvement within Post and Telecommunication of Kosova? European Journal of Scientific Research; 69(2), p- 234-242. [Online] Available at: http://www.europeanjournalofscientificresearch.com/ISSUES/EJSR_69_2_09.pdf Accessed: 4th April 2012. Torrington et al (2008) ?Human Resource Management ? 7th Ed, Harlow, Pearson Education Limited. Wood S & Wall T (2007) ?Work enrichment and employee voice in human resource management-performance studies? The International Journal of Human Resource Management; 18(7) p: 1335-1372. [Online] Available at: http://www.tandfonline.com/doi/abs/10.1080/09585190701394150 Accessed 3rd April2012. http://books.google.co. ...read more.

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