EFFECTIVENESS OF HIGH PERFORMANCE MANAGEMENT IN HEWLETT PACKARD
BACKGROUND OF THE STUDY With Large number of companies assaulted by the economic conditions of theworld, the commitment from leaders and employees might seem like increasinglyprecious resources. According to Beer (2009) the commitment and performance ofemployees and leaders in organizations are essential elements of success of theorganization irrespective of the health of economy. There are large numbers of studies and models that uses a wide range of termsthat heightens the number of factors surrounding high performance management. Forexample, high performance work systems (Danford et al., 2004); high involvement worksystems (Harmon et al., 2003); high commitment management (Baird, 2002) and similarformulations (see Table 1), represents studies and variations that are associated with theconcept. The high performance companies are firms designed and led by their founders orby transformational CEOs, those who take charge of a company in a crisis, to achievesustained high commitment from all stakeholders: employees, customers, investors, andcommunity. These firms stand out by having achieved long periods of excellence. (Beer,2009). This study will contribute to the development of pool of information for theorganizations on the role of high performance management and its impact on theemployees within the organization.STATEMENT OF PROBLEM The study will discuss “the effectiveness of high performance management in anorganization”.
RESEARCH OBJECTIVES The study will be conducted under the following objectives: 1. To study the role of high performance management in an organization. 2. To study the effectiveness of high performance management in Hewlett Packard. 3. To discuss the impact of high performance management on the employees of Hewlett Packard (HP) Company.METHODOLOGYDesign of the study The research design will follow experimental research methodology. Theexperimental research design is a scientific method that is used for the controlled testingof causal processes (Experiment Resources, 2008).PopulationThe population of the study will be comprised of an organization from any sector ofeconomy.Sample and Sampling TechniqueThe sample of the study will comprise of the employees of Hewlett Packard from the ITsector of American economy. In order to carry out the sample out of population,Purposive sampling technique will be used.Tool of researchThe research will be conducted through secondary data collection sources such as: Peer Reviewed Journals Academic Resources
Internet SourcesFindings and Recommendations The Summary of findings, on the basis of findings, conclusions will be drawn andrecommendations will be made on the basis of analysis of secondary data resources.TIME FRAMEThe time line required to conduct and complete this study is given below:Literature ReviewFor the study and recording of related literature review, approximately one month will berequired to conduct and use the related literature review.Tool DevelopmentOn the basis of literature review, 1 month approximately will be required for the tooldevelopment.Data CollectionMaximum 1-2 months will be required for the data collection.Data Analysis, Interpretation and ConclusionFor the data analysis, interpretations and conclusions, 1-2 months will be required.
REFERENCESBaird, M. (2002) Changes, Dangers, Choice and Voice: Understanding What HighCommitment Management Means for Employees and Unions, The Journal ofIndustrial Relations, 44:3, pp. 359-375.Beer, M. (2009). High Commitment High Performance: How to Build A ResilientOrganization for Sustained Advantage, San Francisco: Jossey-Bass, ISBN: 978-0-7879-7228-8Butler, P., Felstead, A., Ashton, D., Fuller, A., Lee, T., Unwin, L., and Walters, S.,(2004), High Performance Management: A Literature Review, Learning as WorkResearch Paper, No. 1, Retrieved on June 27, 2011 fromhttp://www.tlrp.org/project%20sites/Learningaswork/High%20Performance%20Management.pdfDanford, A., Richardson, M., Stewart, P., Tailby, S. and Upchurch, M. (2004) HighPerformance Work Systems and Workplace Partnership: A Case Study of AerospaceWorkers, New Technology, Work and Employment, 19:1, pp. 14-29.Experiment Resources (2008). Experimental Research. Retrieved on June 27, 2011 fromExperiment Resources: http://www.experiment-resources.com/experimental-research.htmlHarmon, J., Scotti, D. and Behson, S. (2003) Effects of High-Involvement WorkSystems on Employee Satisfaction and Service Costs in Veteran Healthcare, Journal ofHealth Management, 48:16, pp. 393-418.
Table 1: TERMINOLOGIES AND STUDIES CONSTITUTING THE FACTORSTO BE INCLUDED IN HPM ANALYSIS Dominant Emphasis Terminologies Studies High-performance work Appelbaum et al.(2000) Production Systems Danford et al. (2004) management Farias et al. (1998) Harley (2002) Ramsay et al. (2000) Thompson (2003) High-performance work Handel and Gittleman (2004) practices Ashton and Sung (2002) High-performance work Lloyd and Payne (2004) organization Edwards and Wright (2001) High-involvement work Felstead and Gallie (2002) Work organization systems Harmon et al. (2003) Fuertes and Sánchez (2003) High-involvement work practices High-performance Goddard (2004) practices Forth and Millward (2004) High-involvement management High-performance Brown and Reich (1997) employment systems High-commitment Baird (2002) Employee relations management Whitfield and Poole (1997)Source: Peter et al (2004), High Performance Management: A Literature Review