Arguments against HPWS
Arguments against HPWS
The exact performance gains of HPWS are poorly specified. It is often the case that performance gains may come more from increased employee effort rather than because of the activities of a HPWS. Edwards and Wright (2001) argue that High Involvement Work Systems may simply remove prior inefficiencies rather than make new contributions of its own. This means that the scope for performance gains is seen as limited, once any obvious problems have been addressed. However it is clearly possible that any effective HR manager could resolve these inefficiencies without the aid of HPWS.
Their has been criticism for the short term productivity decreases caused by HPWS, due to the process of removing employees from their specific job. However, in response to this, Huselid and Becker (1996) argue that when these HPWS are vertically aligned in conjunction with a corporate strategy then organisational performance is more likely enhanced, although many organisations find this a difficult and complex process due to the changing external environment, forcing changes in strategy, limiting its widespread application.
The use of different terminology by researchers has caused much confusion. In some cases HPWS are called ‘high-commitment management’, ‘high involvement management’ ‘high performance work organisations’ ‘high involvement work practices’ (Wood, Lawler). Whilst these studies are referring to the same general phenomena the use of different ‘labels’ has undoubtedly added to the confusion. Without a single and well defined term, researchers have missed many opportunities to sell the ideas to the business communities.
Wood and de Menezes, (1998) argue that there is a ‘pick and mix’ approach to the HR practices bundles. For example, The DTI (2005) identified 35 practices, while Guest (2000) used 18 practices in his UK study and Pfeffer (1994) identified 16 then reduced this to 7 in 1998. The use of different ‘lists’ of HR practices which are seen to contribute to these HPWS only adds to the confusion and detracts from the overall credibility of the research.
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