Research Paper on:
High Performance Work Systems

Unformatted Sample Text from the Research Paper:
one is defined slightly differently by different authors but even so, there are some constant elements in all descriptions. This is about turning the organizational hierarchy upside-down. It is about  having every single employee, including those at the lowest levels in the hierarchy being innovative, finding better ways to do their own jobs in order to accomplish the mission and  goals of the organization. This approach is based on empowered, autonomous teams. Most generally multi-functional teams all working to achieve a common objective. One of the key descriptors for these  teams is interdependent, which means the objective cannot be achieved without the work of every member. It is not quite as simple as that statement makes it sound.  There must be a teamwork culture as part of the corporate culture. Status discrimination is eliminated so that every person in the company has the same amount of dignity and  respect. Teams do make decisions, in fact, the lowest member on the hierarchical pole makes decisions about how they can do their job better. There is a corporate-wide commitment to  the organizations goals, values and mission. Ongoing training is essential. And, employees in high performance organizations generally earn more than those in other organizations. There may be a link between  the organizations income and employee pay. Research on these companies is very positive. Results that have been observed include reduced turnover and higher profits. There are certain steps an  organization needs to take to implement the essential ingredients. High Performance Work Systems The term high performance work systems refers to organizations that use a different approach to  management than the typical hierarchical structure (Tomer, 2007; Kalleberg, 2003; Appelbaum et al, 2000). These organizations are variantly referred to as high commitment or high involvement organization (Tomer, 2007). Authors