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Books on the topic 'High performance work systems (HPWS)'

Author: Grafiati

Published: 10 September 2021

Last updated: 4 February 2022

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1

Galloway, F. R. Impact of high performance work systems (HPWS) on first line supervisors and resulting strategies to facilitate successful supervisor role change. Oxford: Oxford Brookes University, 1995.

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2

Kumar, Pradeep. Rethinking high-performance work systems. Kingston, Ont: IRC Press, 2001.

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3

Kumar, Pradeep. Rethinking high-performance work systems. Kingston, Ont: IRC Press, 2000.

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4

James, McCalman, ed. High performance work systems: The Digital experience. London: Routledge, 1989.

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5

Rayner, Steven R. Recreating the workplace: The pathway to high performance work systems. Essex Junction, VT: O. Wight Publications, 1993.

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6

Duncan, Fisher Mareen, ed. The distributed mind: Achieving high performance through the collective intelligence of knowledge work teams. New York: AMACOM, 1998.

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7

IEEE/RAS-EMBS International Conference on Biomedical Robotics and Biomechatronics (1st 2006 Pisa, Italy). Proceedings of the first IEEE/RAS-EMBS International Conference on Biomedical Robotics and Biomechatronics: BioRob 2006 : understanding how biological systems work to guide the design of novel, high performance bio-inspired machines and to develop novel devices that can better act on, substitute parts of, and assist human beings : Pisa, Italy, February 20-22, 2006. Piscataway, N.J: IEEE, 2006.

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8

Buchanan, David A., and James Mccalman. High Performance Work Systems. Routledge, 2018. http://dx.doi.org/10.4324/9781351257800.

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9

High Performance Work Systems: The Digital Experience. Taylor & Francis Group, 2018.

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10

Appelbaum, Eileen. High-performance work systems ;: American models of workplace transformation. Economic Policy Institute, 1993.

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11

Recreating the Workplace: The Pathway to High Performance Work Systems. John Wiley & Sons, 1995.

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12

Kalleberg, Arne L., Bailey Thomas, Eileen Appelbaum, and Peter Berg. Manufacturing Advantage: Why High-Performance Work Systems Pay Off (ILR Press Books). Cornell University Press, 2000.

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13

Kalleberg, Arne L., Bailey Thomas, Eileen Appelbaum, and Peter Berg. Manufacturing Advantage: Why High-Performance Work Systems Pay Off (ILR Press Books). Cornell University Press, 2000.

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14

(Editor), Clint Bower, Eduardo Salas (Editor), Florian Jentsch (Editor), and Clint A. Bowers (Editor), eds. Creating High-tech Teams: Practical Guidance On Work Performance And Technology. American Psychological Association (APA), 2005.

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15

Fisher, Mareen Duncan, and Kimball Fisher. The Distributed Mind: Achieving High Performance Through the Collective Intelligence of Knowledge Work Teams. AMACOM, 1997.

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16

Pulakos, Elaine D., and Mariangela Battista, eds. Performance Management Transformation. Oxford University Press, 2020. http://dx.doi.org/10.1093/oso/9780190942878.001.0001.

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No other talent process has been the subject of such great debate and emotion as performance management (PM). For decades, different strategies have been tried to improve PM processes, yielding an endless cycle of reform to capture the next “flavor-of-the-day” PM trend. The past 5 years, however, have brought novel thinking that is different from past trends. Companies are reducing their formal processes, driving performance-based cultures, and embedding effective PM behavior into daily work rather than relying on annual reviews to drive these. Through case studies provided from leading organizations, this book illustrates the range of PM processes that companies are using today. These show a shift away from adopting someone else’s best practice; instead, companies are designing bespoke PM processes that fit their specific strategy, climate, and needs. Leading PM thought leaders offer their views about the state of PM today, what we have learned and where we need to focus future efforts, including provocative new research that shows what matters most in driving high performance. This book is a call to action for talent management professionals to go beyond traditional best practice and provide thought leadership in designing PM processes and systems that will enhance both individual and organizational performance.

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17

Evans, Charlotte, Anne Creaton, Marcus Kennedy, and Terry Martin, eds. Governance. Oxford University Press, 2016. http://dx.doi.org/10.1093/med/9780198722168.003.0002.

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Retrieval services operate across many parts of the health system, and interface with many organizations. The work that is performed is complex, high risk, and resource consuming. It is therefore imperative that robust clinical and corporate governance systems are in place, and that these systems are tested, credentialed, and monitored where possible. Governance systems are the cornerstones of a high performance health organization, and are the foundation of excellent clinical outcomes, patient and stakeholder satisfaction, and safety and quality at all levels. The key elements of governance systems for retrieval services are described in this chapter.

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18

Lepak, David P., and Scott A. Snell. Employment Subsystems and the ‘HR Architecture’. Edited by Peter Boxall, John Purcell, and Patrick M. Wright. Oxford University Press, 2009. http://dx.doi.org/10.1093/oxfordhb/9780199547029.003.0011.

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There is an interesting tension that exists within the HRM literature with regard to employment subsystems. On the one hand, a clear pattern is emerging in strategic HRM research that suggests that HR systems geared toward increased commitment and employee involvement can have a dramatic impact on organizational outcomes. Terms such as commitment-oriented HR systems, high-performance work systems, high-involvement HRM, and the like exude a connotation of extensive investment in, and reliance on, employees. This article first reviews the ‘HR architecture’ to provide a backdrop for our discussion of employment subsystems and changing forms of employment. Second, it examines the implications of globalization, strategy, and managing knowledge flows for how companies structure their portfolio of employment subsystems. Throughout the discussion it offers suggestions for future research.

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19

Krzywdzinski, Martin. Consent. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198806486.003.0003.

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This chapter deals with the dependent variable of the study: consent. It analyses workplace consent in Russia and China using three indicators that refer to the core requirements of the production systems in automotive companies regarding employee behavior: first, standardized work; and second, compliance with expectations in terms of flexibility, cooperation, and a commitment to improving processes. The third indicator of consent (or the lack of it) is the absence or presence of open criticism, resistance, and labor disputes. The chapter reveals significant and unexpected differences between the Chinese and Russian sites on all three indicators. While the Chinese factories exhibit (with some variance between the companies), a relatively high level of consent, the Russian plants have problems with standardized work, the acceptance of performance expectations, and to some extent with labor disputes.

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20

Chidester, Thomas R. Creating a Culture of Safety. Oxford University Press, 2016. http://dx.doi.org/10.1093/med/9780199366149.003.0008.

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Safety culture focuses on who is responsible in what ways for patient safety, ranging from individuals and teams performing critical duties on the front lines to the context within which work takes place, and high-level organizational priorities. Though it is a recent concept, it represents growth in the understanding of accident causation, and offers additional and potentially more broadly effective preventive actions. Key concepts include organizational commitment, operational interactions, formal and informal safety indicators, and safety behaviors and outcomes. Measurement can be accomplished through benchmarked surveys, case analysis, field observation, and examination of procedures, manuals, newsletters, brochures, and performance evaluation criteria for their safety focus. Intervening to improve safety culture requires assessing an organization’s current state, communicating safety and minimizing patient risk as a core value in a methodical and sustained manner, deploying and monitoring standardized procedures by workgroup, establishing feedback systems, and reporting progress in safety alongside economic progress.

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