EFFECTIVENESS OF HIGH PERFORMANCE MANAGEMENT IN HEWLETT PACKARD

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.

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

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.

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: 978-0-78797228-8 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/experimentalresearch.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.

Table 1: TERMINOLOGIES AND STUDIES CONSTITUTING THE FACTORS TO BE INCLUDED IN HPM ANALYSIS

Dominant Emphasis Terminologies High-performance work Systems Studies Appelbaum et al.(2000) Danford et al. (2004) Farias et al. (1998) Harley (2002) Ramsay et al. (2000) Thompson (2003) Handel and Gittleman (2004) Ashton and Sung (2002) Lloyd and Payne (2004) Edwards and Wright (2001) Felstead and Gallie (2002) Harmon et al. (2003) Fuertes and Snchez (2003) High-involvement work practices High-performance practices Production management

High-performance work practices High-performance work organization High-involvement work systems

Work organization

Goddard (2004)

Forth and Millward (2004) High-involvement management High-performance employment systems High-commitment management

Brown and Reich (1997)

Baird (2002) Whitfield and Poole (1997)

Employee relations

Source: Peter et al (2004), High Performance Management: A Literature Review