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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.
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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…
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…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 create their own distinctive work setting. Assimilated with other policies such as flexible working hours and also ability to have vacations, the employee will start to feel as if they have some control over how they participate at work. This will increase the level of employee engagement and also their devotion to the company. By implementing such work environments, this increases employee productivity, which translates to competitive advantage for Johnson and Johnson in the market (Trammell, 2014).
6. Quick assimilation of new employees
In the contemporary, owing to the rapid advancement of globalization, companies such as Johnson and Johnson are faced with huge numbers of new employees together with diverse employees hailing from different backgrounds. New and diverse employees can experience a great deal of stress at their work. Imperatively, engaging these employees can diminish their ambiguity and help them more quickly feel part of the entity, which can diminish employee turnover. A recommendation for Johnson and Johnson is to facilitate new members of staff to have meetings with the executive members during their initial weeks of working in the organization. This will help the employees in understanding the purpose and strategy of every corporate department and division at a high fast and rapidly build connections and interrelations across the organization. This is expected to increase the productivity of the employees because they will explicitly and extensively comprehend their roles and tasks and undertake them effectively. In the long run, this will improve the competitive advantage of Johnson and Johnson (Trammell, 2014).
7. High performance training
In order for Johnson and Johnson to sustain their high-performance culture, there is a significant need for high performance training. It is imperative to note that a high-performance culture supports the advancement of skills and knowledge by means of training programs that are engaging and influential. Therefore, it is recommended that the company should make an investment in high performance training strategies that will enhance the probability that training will be preserved. For instance, Johnson and Johnson should incorporate experiential learning, in which the employees participating in the training take an active role in a training experience. This will significantly diminish learning deterioration as compared to the more customary training programs such as presentations that….....
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