High Performance Work System Analysis

High-Performance Work System

The term high performance work system is used to describe a set of management practices that involves the creation of a conducive environment where the organization’s employees have greater responsibilities and involvement (Dessier, 2015). Primarily, a High Performance Work System is an amalgamation of concise work structure that is developed to capture employee input and the human resource practices that make this a possibility. Moreover, the High Performance Work System involves a range of processes that are aimed at maximizing employees’ knowledge base, commitment, skills, and flexibility in a rapidly changing workplace environment (Dessler, 2015).

First the organization’s human resource practice that increases

Talent management is primarily focused on performance improvement and optimization of one’s potential (Dessler, 2015).

Talent management can be used to acquire, improve, and retain the best employees. First, the evaluation system adopted helps the company to identify and isolate talented employees from the rest of the employee body (Dessler, 2015). This form of identification provides a suitable platform for the organization to optimize on employees’ potentials, thereby improving the overall organizational performance. Moreover, such improvements motivate employees to remain loyal to the organization. Secondly, talent management is strongly aligned with competency-based management (Dessler, 2015). Employees with specific skills are given position-specific competency tasks to help them improve on their talents and skill sets (Dessler, 2015). Besides, such position-specific competency tasks require intricate use of skills, personal traits, and experiences to overcome the prevailing challenges. Moreover, talent management allows organizations to pick projects that are suitable for their talented employees for sustained productivity (Dessler, 2015). Furthermore, talented employees are able to increase production while reducing the cost

Most of that information can be found through an evaluation of an employee’s job performance material, which may include occupational studies, position description, and performance standards among others. The second step involves listing all the tasks (Proctor, Powell, & McMillen, 2013). A list of all the competencies and tasks that come with a specific job are identified and listed and correlated with the information collected in step one above.

The third step involves the identification of all critical tasks that come with a specific job category (Proctor, Powell, & McMillen, 2013). Primarily, this identification focuses on how each task is classified in terms of its importance and subject matter expertise requirement. The fourth step involves the identification of critical competences and a classification of the time of entry into the system through data collection (Proctor, Powell, & McMillen, 2013). Some critical competencies are needed at the point of entry while others are needed later on. The fifth step involves the development of a job description (Proctor, Powell, & McMillen, 2013). This description is based on the information collected in step four above, which succinctly describes the prominent characteristics of a given job. The final step involves the development of new job specifications,