HPWS at Tomex incorporated free essay sample

1) Evaluate the key aspect’s of Tomex’s high-performance work systems? How do they reflect the underlining principles of HPWS? The primary principles that support high-performance work systems are four simple but powerful principles, these principles are the building blocks for an organization using HPWS. Since using the HPWS Tomex increased their performance significantly. The first principle of HPWS is Engalitarianism and Engament, this principle eliminates status and power differences and increases collaboration and teamwork. During Tomex transition to HPWS the company’s manager changed the job classification to two â€Å"employees were reorganized into self-managed teams empowered to make decisions typically made by managers and supervisors† by doing this, Tomex is applying the first pillar of HPWS since they are eliminating status and power differences. The second building block is Shared information, members in the organization hold ten-minute meetings at the beginning and end of each meeting, to discuss problems, focus on goals and check performance, workers are â€Å"aquainted with the nature of their own work and are therefore in the best position to recognize problems†. The third principle is Knowledge Development, Tomex applied it by having their brand new employees highly trained, they were required to expend more than 30% in the job training, by doing this Tomex ensured that all of their employees were more well rounded and they were working and learning in a â€Å"real time† environment using innovative new approaches to solve problems. The last but not least building block is Performance-Reward Linkage is that employees will pursue successful outcomes in exchange to have a beneficial result for themselves, I believe Tomex workers would benefit themselves by being their own managers, they did not have to worry to bring their work to someone’s table or having someone always looking if you are doing your work the way you are supposed to, but they have the benefit to do their work by their own as long as at the end everything comes out as it is supposed to. 2) Do the systems achieve both vertical and horizontal fit? How? I believe that both; vertical and horizontal fit are being achieved in Tomex. As we know horizontal fit is â€Å"testing to make certain that all of the HR practices, work designs, management processes and technologies complement one another† this said changes in one component affects all the other components, by having the workers and managers working hard and accomplishing their responsibilities we are having a successful work-flow and all the components complement one another. Vertical fit is when â€Å"the situation in which the work system supports the organization’s goals and strategies† since the change to HPWS workers in Tomex hold a ten minute meeting at the beginning and end of each shift, here they discuss problems, and focus on goals, what the workers are doing in these meetings they are trying to supports the organization’s goals and strategies. 3) What are the benefits of the management processes, HR practices and work structure found within the HPWS from the employee, manager, and organizational perspectives? I believe the benefits from the management process based on the HPWS are extremely efficient, I believe the work-flow and the self-managed teams are very efficient within the employees, managers and organizational perspective, because I think it keeps everyone happy, the employees don’t have a schedule to follow that is given to them without even analyzing their personal life, but with the HPWS in Tomex, they are able to schedule their own work without any difficulty, and I think it also makes managers happy by not having to worry about one more thing. 4) Compare and contrast the respective roles of managers and employees previous to after the implementation of HPWS at Tomex? Tomex adopted the high performance work system, they had to change various management strategies in their company. They had reduce cost, and respond quickly to customer needs, in order to accomplish this, they had support into a more flexible and autonomously work environment. By achieving this, managers gave full responsibility to their employees and let them do the work without being closely supervised, this helped the organization in making their employees more comfortable and more enthusiastic to work. On the other hand Tomex started to hired more qualified workers, not only did they have to have the qualifications they required before the change, but they also had to be able to work on a team-based environment. In some cases Tomex had candidates they had all the requirements but the only thing they were looking up closely was if they were team members, the company declined the people who weren’t capable of working on a team-basis environment. 5) If you were a manager at Tomex, what concern would you have when the company initially implemented high-performance work systems? If I were a manager at Tomex at the beginning of the change I would be concern about letting the workers do their job by themselves without anyone supervising them as they were before. I think by letting the employees schedule their own work would have been difficult for me to trust that they are doing everything how they are supposed to. 6) What other HR practices might the company consider implementing to render the HPWS even more effective? I think one think that would make the company more effective using the HPWS is making sure that the employees are being rewarded for good performance and useful suggestions, because as we know a some things that motivates people are achievement and development, by having a motivated employee you get a high performance people, and by having a high performance people you have a high performance work system.