Human resource management practice I also available by michael armstrong

Chapter 

11

  Work, Organization and Job Design

141

High-performance working

High-performance working was defined by Combs 

et al (2006) as the sum of the processes, practices 

and  policies  put  in  place  by  employers  to  enable  

employees to perform to their full potential. They 

referred  to  employee  participation  and  flexible 

working arrangements as examples of such systems 

that have a direct impact on ways of working and 

therefore flow through to job design.

Sung  and  Ashton  (2005)  defined  high- 

performance work practices as a set or ‘bundle’ of 

35  complementary  work  practices  covering  three 

broad areas:

 

●

High employee involvement work  

practices – eg self-directed teams, quality 

circles and sharing/access to company 

information.

 

●

Human resource practices – eg sophisticated 

recruitment processes, performance 

appraisals, mentoring and work redesign.

 

●

Reward and commitment practices – eg 

various financial rewards, family-friendly 

policies, job rotation and flexible hours.