High Working Performance in organizations

High Performance Working Definition High performance working is defined as an overall approach to managing organizations that purposes to arouse employee participation and commitment so as to attain high levels of performance intended to improve the discretionary endeavor employees place into their work, and to completely utilize the skills and competencies that they possess (Belt and Giles, 2009).

HPW is delineated as a term employed to outline a unique approach to management in the work environment with the main objective of maximizing organizational performance by making an investment in the skills and capabilities of employees (Belanger et al., 2002). Ashton and Sung (2002) outline that HPW takes into account the efficacious and effective utilization of the workforce, but with a significant focus on generating good quality work, instead of basically laying emphasis on making employees work harder. Giles et al.

(2002) points out that the high-performance working approach is distinctively intended to improve the discretionary endeavor employees place into their work and entirely make the most of and further augment the skills and competencies that they possess. Guest (2002) makes the argument that high performance working is prospectively an organizational innovation and novelty from which every individual, ranging from the employee to the employer and the economy in its entirety, can win.

In accordance to Noe, Hollenbeck and Gerhert (2003) points out that high performance working is a system whereby an organization has the most ideal fit as possible within their people and their interaction, that is their social system, and the technical system, which are the equipment and processes. Yalabik et al. (2008) assert that high performance working is a system that guarantees an increase in productivity of the employees if they are motivated, engaged and offered autonomy.

The authors further point out that high performance working in general comprises of hiring, extensive training and education, pay that is based on performance, workplace empowerment, and sharing of organizational knowledge. Mkamwa (2010) conducted a review of the extensively utilized terminologies encompassing high performance working system and substantiated that there is no universally agreeable meaning for the terminology “high performance working” owing to its wide ranging and assorted usage.

In spite of this aspect, Mkamwa (2010) argues that HPW can be defined as a distinct assimilation of human resource management practices, structures for the work setting and procedures which make the most of employee knowledge, competencies, dedication and flexibility. The conception of high-performance working assimilates practices that facilitate and encourage them to make the most of this greater empowerment.

Furthermore, it affords the employees with a change to taking part in significant decisions, motivates the development and advancement of worker competencies and provides them with incentives to engage in making decisions. High Performance Culture Definition Culture determines the manner in which an organization conducts its operations on an everyday basis.

A high-performance culture is a set of behaviors as well as norms that gives rise to an organization accomplishing superior outcomes by setting clear business objectives, delineating employees’ accountabilities and generating a trust environment, and motivating employees to incessantly grow and reinvest themselves. Basically, this means that it is an organizational culture that impels a high-performance organization, which is an entity that accomplishes better financial and non-financial outcomes compared to its peers in the market over a long time period (Den Hartog and Verbug, 2004). Jones et al.

(2009) defines high-performance culture to encompass four key constituents including leadership, performance enablers, people and sub-components such as attainment, well-being, innovation, and internal processes. Finney (2008) asserts that a high-performance culture is centered on three components. First, there is a clear and compelling corporate mission, which is inspirational and clear enough to facilitate employee engagement. Secondly, there is the component of shared organizational values. Imperatively, core values provide guidance to employee behavior and impact business practices as the organization delivers on its promise to consumers, personnel and other stakeholders.

The last component is shared accountability. High performance cultures necessitate a setting that encourages and motivates employee ownership of not only the bottom-line results but also the cultural basis (Finney, 2008). Johnson and Johnson Introduction Each corporation that is able to create, survive, and maintain a name for itself and produces consumer trust and confidence, is linked to the business undertaking to do more than simply generating revenues and profits. The corporation takes care to build and cultivate a long-term relationship with all of its stakeholders.

In this regard, it becomes a dependable and socially responsible organization with a capability to seize not just investor confidence but also the similar manner from consumers and personnel. Johnson and Johnson is one of the companies that have remarkably been able to do so. The corporation has emanated as one of the most iconic and reliable companies in the world.

It has built its brand to become a household name within the area of pharmaceutical and consumer packaged goods, and more so with regard to the market area of baby care products (Sengupta, Bhattacharya, and Sengupta, 2006). Johnson and Johnson is an American multinational corporation that was founded in 1886. The parent company together with its subsidiaries undertake in research and development, the manufacturing and retailing of a range of products in the healthcare sector.

Imperatively, the corporation’s business operations are classified into three different segments including Medical Devices, Consumer and Pharmaceutical. The main emphasis of the corporation is the creation of products that are associated to human health and wellbeing. Johnson and Johnson believe that proper health for all individuals is the basis for thriving communities and advancement. For this reason, for the past 13 decades, the corporation has purposed to sustain individuals well at every single age and every phase of their lives.

In the contemporary setting, Johnson and Johnson have grown to become the world’s biggest and most extensively based healthcare corporation. It continues to endeavor to improve accessibility and affordability, creating healthier communities, placing a healthy, mind, body as well as environment to be easily accessible to all individuals across the world (Johnson and Johnson, 2018). The vision statement of the company states, “Our vision at Johnson & Johnson is for every person to use their unique experiences and backgrounds.

Together- to spark solutions that create a better, healthier world.” On the other hand, the mission statement of the company states, “Our mission is to make diversity & inclusion our way of doing business. We will advance our culture of belonging where open hearts and minds combine to unleash the potential of the brilliant mix of people in every corner of Johnson & Johnson” (Johnson and Johnson, 2018). The mission and vision statements of the company can be linked to high performance working.

This is for the reason that the increased use of diversity within the workforce, increased labor productivity, workforce innovation and also diminished employee turnover facilitate high performance systems. In general, the human resource practices undertaken at Johnson and Johnson are also associated to the corporation’s high-performance working environment.

The HRM practices of the company are purposed to provide employees with a safe environment and therefore play close attention to their career paths and providing them with a sense of security and generating a setting where their careers can thrive and prosper. Johnson & Johnson adhere to dissimilar policies to facilitate the treatment of their employees in a fair and equal manner. The policies comprise of equal employment opportunity policy, policy on employment of young persons, resolving employee disagreements policy and harassment policy (Johnson and Johnson, 2018).

The exceedingly significant practices for J&J are work design practices with regard to the processes that instigated the anticipated behaviors. The strong work design example of Johnson and Johnson is the supposition of decentralized management. It is imperative to note that, innovation, flexibility, inventiveness, and diversity associated value-based behaviors enables its highly decentralized management structure. This increases employee engagement and commitment of employees, which increases the productivity of the organization (Johnson and Johnson, 2018).

Importance of HPW and HPC for Johnson and Johnson High performance working and high-performance culture play a significant role in Johnson and Johnson. One of the key important aspects is that they provide the company with a competitive advantage. Bearing in mind that Johnson and Johnson faces competition not only locally but also from global corporations across globe, HPW and HPC facilitate its differentiation from market rivals and therefore have a competitive edge. In the contemporary setting, with easy accessibility to information, corporations can easily imitate other successful corporations.

Nonetheless, a simple aspect that is hard to match is a high-performance culture. These aspects play a key role in Johnson and Johnson with regard to innovation. It is imperative to note that through their high-performance culture, J&J does not remain stagnant. Basically, the company does not have an attitude of constantly doing as it did in the past. This has been a key aspect for the company because it has remained relevant over the years and has not been outmoded.

Furthermore, owing to its high performing working setting, the company through its nimble leaders, has taken into consideration new ideas and has not settled for the status quo (Kotter, 2008). High performance working and high-performance culture have also been important for Johnson and Johnson in terms of customer focus. It is imperative to note that in the business realm, consumers are the focal point.

J&J not only comprehend this aspect, but it is their main emphasis of operations, in spite of the fact that it is not a simple task at all times. Therefore, this has been an important aspect because J&J has been dedicated from the top-down to making certain that it offers its consumers exceptional products and that this is entrenched into their everyday operations. In addition, HPW and HPC have been important for Johnson and Johnson in terms of transparency and accountability.

This begins at the top level of the company with leadership. Owing to the reason that the personnel are managed in an effective manner and clearly comprehend what is anticipated of them on an everyday basis, positive aspects take place. Specifically, this has increased the employee engagement levels and their overall productivity and performance. In addition, J&J has been able to attain a work environment that is flexible and transparent.

This is in the sense that employees at all levels of the organization know and understand the strategic direction of the company. In addition, the different perspectives are incorporated to facilitate improvement and ultimately success of the company (Bustin, 2014). High performance working and high-performance culture is perceived in measurement and assessment. Imperatively, Johnson and Johnson has a strong and effective system of measurement and evaluation that has demonstrated positive inclinations in health and healthcare expenses over the lifespan of the program.

With regard to an endeavor to undertake extensive analyses and distribute learning, the corporation has reported the outcomes of some of its assessments in scientific journals. In addition, the company’s programs are delineated through standards, benchmarks and policies that institute minimal expectations across the globe. On an annual basis, the programs at all key sites of the corporation finish a self-evaluation against the standards.

What is more, after a three-year period, an external group of auditors are tasked with substantiating these evaluations and apportioning an ultimate scorecard for these programs (Johns Hopkins University, 2015). High performance working contribution to employee engagement at Johnson and Johnson The conception of engagement is associated to the correlation between individuals and the company. Employee engagement is linked to identification and this can be delineated as the perception of interrelation with or belongingness to a firm or company.

Employee engagement takes into account the magnitude to which employees have a sense of passion regarding their job and tasks, are committed to the firm and place discretionary effort and determination into their work (Federman, 2009). Truss et al. (2013) delineates employee engagement is a workplace approach giving rise to the proper conditions for all members of an organization to provide their best effort every day, dedicated to their organization’s goals and objectives, driven to contribute to organizational achievement, with an improved sense of their own welfare.

High performance working has facilitated high employee engagement levels at Johnson and Johnson. In the 2008 financial year, Johnson and Johnson instituted a Wellness and Prevention business platform to render new growth for the corporation via a portfolio of products and services emphasized on preventing diseases, keeping people and restoring faculties. Primarily, the Johnson & Johnson Wellness and Prevention platform is fixated on employers.

Health care expenses are among the most speedily growing costs for employers and endeavors that sustain employees well and engaged will save money and improve productivity (Johnson and Johnson, 2018). There is a major emphasis on sustaining an organizational culture of health at Johnson & Johnson. The culture of health is entrenched in the company credo and cherishing the health and welfare of employees and their households is pivotal to Johnson & Johnson’s identity as a corporation.

It is imperative to note that not only does the leadership team assimilate worker health part of its general business strategy, it makes certain that managers are responsible for supporting the culture of health. What is more, communication is clear and reliable concerning the support the company provides in terms of its policies, programs, and services (Johnson and Johnson, 2018). Performance Management Gilbert and Ivancevich (2000) assert that performance takes into account the act of performing or implementing acknowledgeable action, attainment or accomplishment in the undertaking of a task.

In a more comprehensive definition, Richard et al. (2009) assert that organizational performance takes into account three distinct areas of organizational results, which include financial performance, shareholder return, and product market performance. Armstrong (2000) goes further ahead to point out that the inference of performance is a way of attaining better outcomes from the entire organization or groups or persons within it by comprehending and managing performance with an approved framework of predetermined goals, benchmarks, and proficiency requirements.

In general, performance can be perceived as the amassing of end outcomes of the work procedures and activities of an organization. In accordance to research conducted by Armstring (2006), performance is delineated in output terms as the attainment of objectives and the manner in which such objectives are attained. High performance emanates from suitable behavior, particularly discretionary, and the efficacious use of the necessitated knowledge, skills and proficiencies.

Bititci, Carrie and McDevitt (1997) delineate performance management as a process by which an organization manages its performance in agreement with its corporate and functional strategies and objectives. The authors argue that it is the main of that process to offer an assimilated system of control where the corporate and functional approaches are set out to all business procedures, activities, tasks and staff, and feedback is attained through the performance measurement system to facilitate suitable management decisions (Bititci et al., 1997).

Performance management is defined as a process which adds to the effective management of persons and teams so as to attain high levels of organizational performance. Therefore, it establishes mutual understanding regarding what is to be accomplished and an approach to providing leadership and development for people to guarantee that it is achieved (Armstrong and Baron, 2005).

Briscoe and Claus (2008) assert that performance management is delineated as the system through which firms institute work goals, ascertain performance standards, assign and assess work, provide performance feedback, ascertain training and development necessities and distribute rewards. Based on research undertaken by Adler (2011), performance management encompasses activities that organizations carry out with the objective of guaranteeing its objectives are accomplished incessantly and efficaciously. The scope of performance management differs and can be carried out at dissimilar organizational levels including employees, divisions, and the whole organization and procedures.

Basically, Adler (2011) asserts that the fundamental objective of performance management is to guarantee that organizational strategies are executed so as to facilitate the attainment of organizational objectives. Performance Management Practices in Johnson and Johnson There are different examples of Johnson and Johnson that demonstrate an explicit practice of performance management. The company incessantly strives to cultivate and enhance their performance management and development approach. First of all, the company concentrates on regular and important formal and informal conversations that instigate a culture of high performance.

These meaningful, recurrent conversations are purposed at supporting each other, giving rise to clarity of expectations, placement across the company and an appreciation of employee contributions and undertakings. This particular practice is significantly effective in the company owing to the reason that it increases employee job satisfaction and ensures that employees feel their value and importance to the company, thereby resulting in a rise in morale (Sengupta, Bhattacharya, and Sengupta, 2006).

Secondly, there is the aspect of performance is the strategy that concentrates on educating the employees regarding how their health mannerisms can impact performance, not only for internal work but also external work. Imperatively, the company has established a workshop that provides information on how to manage and increase levels of energy in terms of spiritual alignment, by psychologically focused, being emotionally linked and being physically invigorated.

This practice facilitates high performance working owing to the reason that it ensures that employees are motivated and geared not only physically but also mentally (Silcox, 2016). Third, Johnson and Johnson seek to make certain that all individuals attain a balance in their work and home lives through a variety of non-health human resource policies and practices. For instance, Johnson and Johnson purposely restrict the carry-over of holidays in order for individuals to utilize their entitlement.

In addition, the company provides the option for employees to purchase up to five additional days holiday every year by means of the flexible benefits scheme. This practice facilitates high performance working and high-performance culture owing to the reason that the employees are provided sufficient time to recover from work and therefore increasing their productivity levels (Silcox, 2016). Johnson and Johnson have also established a human performance institute.

Through the institute, the company is able to assist individuals in capitalizing their energy and improving wellbeing, which instigates higher performance and inspires purposeful living. Notably, the company ensures the proper alignment of personal and professional missions. This improves the level of decision-making and setting of priorities by assisting the employees in ascertaining and clarifying their values, purpose and mission. This reinforces a high-performance working environment owing to the reason that the employees are aligned with tasks and roles that are a suitable fit with their competencies and skills.

The human performance institute also has the mental dimension, which increases employee focus and awareness. Johnson and Johnson work towards improving mindfulness and judgment of their employees. As a result, the employees are able to concentrate and lay emphasis on the aspects that matter the most. This particular action augments the organization’s high-performance working environment in the sense that employees are able to complete the right tasks in the right manner and at the right time.

As a result, the productivity levels of the company increase thereby ensuring a competitive advantage over market rivals (Johnson and Johnson, 2018). Recommended Strategies for Johnson and Johnson to Improve their HPW There are better strategies that can be recommended for Johnson & Johnson Company that will facilitate the improvement of their high-performance working. 1. Promote learning and growth at every opportunity For all individuals within the corporation, ranging from the chief executive officer (CEO) to the entry-level personnel, continuous learning is pivotal to growing and acclimatizing to dynamic market circumstances.

It is recommended that the company ought to encourage the employees to incessantly enhance their skills and knowledge of the pharmaceutical market industry. This takes into account providing support to the employees that are determined to return to school, participate in training sessions and expounding their market knowledge. This will provide significant longstanding value to a company by enhancing the commitment of the employees. In addition, the training sessions will facilitate the company’s competitive advantage because the employees will have greater knowledge and sharpened skills (Trammell, 2014). 2.

Evade the creation of an employee caste system One of the key approaches of enabling a high-performance working environment is for Johnson and Johnson to avoid forming an employee caste system. Basically, no individual in the company, not even the CEO or the top-ranking members should be given special perks or treatment. Plusses such as executive lounges, parking spots and even eating spots should be eradicated.

This is largely for the reason that employees are able to discern when they are split into the different groups and this can hamper employee engagement and commitment (Trammell, 2014). 3. Institute an open-book management policy The creation of secretive activities or operations for a company is not effective. It is recommended that Johnson and Johnson enable and operate an open-book management policy because by providing transparency regarding how the business is fairing lets the employees to have a sense of being trusted members of the organization.

In addition, employees are able to have a lot of confidence as possible regarding the future prospects of the company. In addition, if some of the aspects of the company are not clear, then it will be impossible for employees to comprehend how to improve it. This will guarantee greater employee engagement levels and also higher commitment levels because they are certain of future company opportunities (Daft and Marcic, 2016). 4.

Establishing an anonymous feedback mechanism One of the key ways of ensuring that a company has a high-performance working environment is by ensuring that the setting is suitable for all personnel. More often than not, CEOs and high-ranking officials are secluded at the top, solely obtaining positive data and information regarding the company. In addition, usually employees fear providing any criticism because of the potential of losing their jobs. In this regard, it is recommended that Johnson and Johnson should establish a means for employees to provide anonymous feedback.

This will not only empower employees and increase their levels of commitment but at the same time will make the executives more informed regarding potential issues and increase the competitive advantage of the company (Katzenbach and Smith, 2006). 5. Providing employees with control over their work environments In order to attain a high-performance work environment, it is imperative to ensure that employees have a sense of autonomy and independence in the workplace.

Some of the recommended approaches for Johnson and Johnson include giving leeway to employees in terms of decorating their office spaces. Such corporate gestures make it possible for employees to.