2. BACKGROUND OF THE STUDY
With Large number of companies assaulted by the economic conditions of the
world, the commitment from leaders and employees might seem like increasingly
precious resources. According to Beer (2009) the commitment and performance of
employees and leaders in organizations are essential elements of success of the
organization irrespective of the health of economy.
There are large numbers of studies and models that uses a wide range of terms
that heightens the number of factors surrounding high performance management. For
example, high performance work systems (Danford et al., 2004); high involvement work
systems (Harmon et al., 2003); high commitment management (Baird, 2002) and similar
formulations (see Table 1), represents studies and variations that are associated with the
concept. The high performance companies are firms designed and led by their founders or
by transformational CEOs, those who take charge of a company in a crisis, to achieve
sustained high commitment from all stakeholders: employees, customers, investors, and
community. 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 the
organizations on the role of high performance management and its impact on the
employees within the organization.
STATEMENT OF PROBLEM
The study will discuss “the effectiveness of high performance management in an
organization”.
3. 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.
METHODOLOGY
Design of the study
The research design will follow experimental research methodology. The
experimental research design is a scientific method that is used for the controlled testing
of causal processes (Experiment Resources, 2008).
Population
The population of the study will be comprised of an organization from any sector of
economy.
Sample and Sampling Technique
The sample of the study will comprise of the employees of Hewlett Packard from the IT
sector of American economy. In order to carry out the sample out of population,
Purposive sampling technique will be used.
Tool of research
The research will be conducted through secondary data collection sources such as:
Peer Reviewed Journals
Academic Resources
4. Internet Sources
Findings and Recommendations
The Summary of findings, on the basis of findings, conclusions will be drawn and
recommendations will be made on the basis of analysis of secondary data resources.
TIME FRAME
The time line required to conduct and complete this study is given below:
Literature Review
For the study and recording of related literature review, approximately one month will be
required to conduct and use the related literature review.
Tool Development
On the basis of literature review, 1 month approximately will be required for the tool
development.
Data Collection
Maximum 1-2 months will be required for the data collection.
Data Analysis, Interpretation and Conclusion
For the data analysis, interpretations and conclusions, 1-2 months will be required.
5. REFERENCES
Baird, M. (2002) Changes, Dangers, Choice and Voice: Understanding What High
Commitment Management Means for Employees and Unions, The Journal of
Industrial Relations, 44:3, pp. 359-375.
Beer, M. (2009). High Commitment High Performance: How to Build A Resilient
Organization for Sustained Advantage, San Francisco: Jossey-Bass, ISBN: 978-0-7879-
7228-8
Butler, P., Felstead, A., Ashton, D., Fuller, A., Lee, T., Unwin, L., and Walters, S.,
(2004), High Performance Management: A Literature Review, Learning as Work
Research Paper, No. 1, Retrieved on June 27, 2011 from
http://www.tlrp.org/project%20sites/Learningaswork/High%20Performance%20Manage
ment.pdf
Danford, A., Richardson, M., Stewart, P., Tailby, S. and Upchurch, M. (2004) High
Performance Work Systems and Workplace Partnership: A Case Study of Aerospace
Workers, New Technology, Work and Employment, 19:1, pp. 14-29.
Experiment Resources (2008). Experimental Research. Retrieved on June 27, 2011 from
Experiment Resources: http://www.experiment-resources.com/experimental-
research.html
Harmon, J., Scotti, D. and Behson, S. (2003) Effects of High-Involvement Work
Systems on Employee Satisfaction and Service Costs in Veteran Healthcare, Journal of
Health Management, 48:16, pp. 393-418.
6. Table 1: TERMINOLOGIES AND STUDIES CONSTITUTING THE FACTORS
TO 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
