High Performance Workplaces

Discuss how high-performance workplaces and organizations differ from traditional organizations in terms of operational effectiveness, workplace stress, and organizational dynamics.

High-performance organizations differ from traditional organizations in terms of operational effectiveness, workplace stress, and organizational dynamics. Traditional organizations tend to focus on operational efficiency alone. High-performance organizations recognize that focusing they cannot just focus on efficiency, they must place a greater emphasis on effectiveness that refers to “doing the right things” and not just “doing things right” (Alvord, 2007, p. 1). High-performance organizations will evaluate and ensure that there is proper managing of all resources within the organization. The resources refer to materials, technology, equipment, and employees. One key benefit to focusing on operational effectiveness is that it reduces activities that do not produce a contribution to the organization’s goals (Alvord, 2007). High-performance organizations foster operational effectiveness by using available technologies and by training and developing their employees.

High-performance organizations and traditional organizations both experience workplace stress. The degree of workplace stress and how each type of organization addresses work-place stress differs between both high-performance and traditional organizations. High-performance organizations will have a strong focus on their employees and encourage employee engagement. High-performance organizations will assist with limiting workplace stress in a number of ways. These include employee involvement within the organization; wellness programs; employee growth and development; and employee recognition. One of the most effective ways to limit the amount of workplace stress is communication. Effective communication between organization leadership and employees will limit workplace stress because employees will have a clear...