Academic course Organizational Behaviour groupwork project regarding High Involvement Organizations

1. Managing Performance

2. Ability VS Technology
There are two different effects:
Ability-based work are those where the capacity
that a person has is the most important aspect to
accomplish a task.( i.e Sport or drawing)
Technology–based work are those in which the
level of technology doesn’t require high abilities.
(i.e Assembly line ).
As you can immagine higher is the level of
technology used, lower is the ability required.

3. CREATING A HIGH-INVOLVEMENT
STRUCTURE
BUSINESS STRATEGY
ORGANIZATIONAL DESIGNS AND STRUCTURES
DIFFERENT BEHAVIOURS AND OUTCOMES

4. INFORMATION, KNOWLEDGE,
POWER, REWARDS
• Congruence: in the HIO approach, congruence is
achieved by locating significant amount of
information, knowledge power, and rewards at
low levels in the organization.
INVOLVEMENT=INFORMATION X KNOWLEDGE X POWER X REWARDS

5. HIO
Hio is a business approach that emphasizes
employees involvement, providing them with the
opportunity to make decisions.

6. HIO AT NUMMI
Before…
GM had to layoff its 5700 workers when in 1982
it had to close its doors due to unexcused
absenteeism (around 20%) and to low quality
and low productivity levels.
After…
By 1986,NUMMI’s productivity increased by
40%(with no change in workforce and equipment).

7. This huge turnover took place thanks to 2 guiding
philosophies:
11.. TTPPSS (Toyota Production System)
22.. SSuuppppoorrttiinngg ((MMGGMMTT)) PPoolliicciieess
TPS
The work processes at NUMMI were structured on:
• JIT
• Team concept
• Jidoka
• Kaizen
SUPPORTING POLICIES
• Job Security
• Gainsharing programs
• Cooperative labour-management relations(i.e UAW)

8. The New Selection Model:
Hiring for Person-Organisation FIT
4 Steps:
1. Assess the overall work enviroment.
2. Infer the type of person required.
3. Design “rites of passage” for organization entry
that allow the organization and the applicant to
assess their FIT.
4. Reinforce person-organization FIT at work.
(NON TRADITIONAL SELECTION VIDEO)

9. CONCLUSIONS
Below are the results of how HIO helped in
improving the Fremont plant:
CASE STUDY CONCLUSION:
• Job satisfaction < 35%
• Absenteeism rate decreased > 17%
• Workers participation in suggestion programs =
90%
HIO CONCLUSION:
• Hio approach improves workers performance and
therefore,EFFECTIVNESS

10. CONCLUSIONS
Below are the results of how HIO helped in
improving the Fremont plant:
CASE STUDY CONCLUSION:
• Job satisfaction < 35%
• Absenteeism rate decreased > 17%
• Workers participation in suggestion programs =
90%
HIO CONCLUSION:
• Hio approach improves workers performance and
therefore,EFFECTIVNESS