High Performance Workplace

Introduction

The rapidly changing business environment caused a significant change in the workplace. In the past century, the work design has evolved from the “division of labour” (Adam Smith, Wealth of Nations), to the scientific management of job simplification (Taylorism) and to the rapid assembly-line workflow system (Fordism). During this period, the economic impetus drove the industrialists to manufacture products faster and cheaper, in order to meet the vast consumer demands. Human skills and controls were taken away, as workers turned into “machines” (as depicted in the movie “Modern Times”). In the past decade, external drivers such as global competition, lowered production cost, customer-centric buying power, quality assured product and the short time-to-market cycle, collectively caused the work system to be redesigned. The High Performance Work System (HPWS) focuses principles such as job commitment, quality improvement through continuous education, job enrichment through worker’s autonomy and inspiration leadership.

Components of HPWS

According to Pfeffer, a workplace is considered to be high performance when its people are effectively managed and thus produce an enhanced economic performance. In order to effectively manage people, Pfeffer suggested seven components and each of which must be carefully executed. These ten components become a good basis to determine if an organization’s workplace is considered high performance.

1. Selective Hiring

In a HPWS, the hiring process should be carefully planned to ensure that the best possible candidates are considered before a decision is made. In the NUMMI plant, workers were carefully screened and selected in a three-day assessment process, which included individual and group interview, written test and job simulation. Company such as Southwest Airlines hired less than 3% out of 98,000 job applicants. Selecting workers with attitudes that “fits” the company’s culture is critical. Some...