Fundamental principles of high performance work systems
The most valuable and mercurial asset any enterprise has is the knowledge, insight and intelligence of its employees including the immense amount of tacit and implicit knowledge each has gained over decades of experience. A high performance work system (HPWS) seeks to synchronize the many work structures, systems, processes, implementation decisions and frameworks around a common series of strategic priorities and initiatives (Boxall, 2012). Galvanizing together the many components of a HPWS are the Human Resource Management (HRM) systems, both manual and automated, in addition to the most critical areas of governance that serve as a stabilizing force in organizational cultures (Wood, de Menezes, 2011). Making these many components stay synchronized and focused on a series of strategic objectives is difficult, and made even more challenging when industry and market turbulence is introduced (Preuss, 2003). An HPWS must be agile enough then to react to the turbulence in economic terms yet stable enough to provide a foundation for cross-cultural growth and profitable operations of an enterprise (Mittal, 2011). Any architectural framework then for an HPWS must have elements necessary to ensure a very high degree of agility and shared value creation from the standpoint of collaboration and communication (Boxall, 2012). It must also be designed to enable a very high degree of shared information and knowledge development, as the best-performing HPWS systems are actually knowledge-sharing ecosystems (Hartog, Verburg, 2004). With all of these aspects of an HPWS needing to stay in synchronization as the people, processes, systems, external competitive environment and internal culture of a company change, anchoring these systems in core principles is critical to their stability, scalability and long-term value in any enterprise (Varma, Beatty, Schneier, Ulrich, 1999). It is the intent of this paper to analyze the fundamental principles that have proven invaluable in keeping HPWS agile in turbulent times. These for principles include shared information, knowledge development, performance-reward linkage, and egalitarianism (Varma, Beatty, Schneier, Ulrich, 1999).
L\'oreal the Case Concerns Redken for Men,
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