Characteristics of High-Performance – Differences Between High-Performance & Traditional WorkforcesEssay Preview: Characteristics of High-Performance – Differences Between High-Performance & Traditional WorkforcesReport this essayCharacteristics of High-PerformanceIn todays global economy, organizations contend with increasingly fierce competition as companies overseas compete for market share on a worldwide scale. As a measure of increasing quality, efficiency, and costs, many organizations are implementing a high performance organizational strategy. A High performance organization (HPO) is an organization that regards its employees an asset rather then a liability, and focuses on bringing out the best in people (Goessl, 2008). HPOs provide the means for employees to empower themselves because empowerment is considered a key foundation of self-managed teams (Schermerhorn, Hunt & Osborn, 2008). Empowerment increases employee satisfaction, and breeds productivity, and creativity. Teams are mobilized, and the traditional hierarchy is dismantled, allowing team members to capitalize on diversity as they work together to make goal-oriented decisions and take the necessary steps to run the business. Technology, another characteristic of an HPO, integrates the latest technology to enhance productivity, and increases the amount of time available for employees to focus on other job-related tasks. An organization that can achieve an HPO status will achieve long-term results, and succeed in the global business environment (Goessl, 2008).
Differences between High-Performance & Traditional WorkforcesHigh-performance organizations differ from traditional organizations in regard to operational effectiveness, workplace stress, and dynamics. Reason being traditional organizations stay on one path, and are not receptive to change. High-performance organizations are better positioned to adapt to change.
Operational effectiveness of a high performance business will have implemented efficient, strategic operational models, stress reduction approaches, and proper employee selection and placement decisions (Welton, 2010). Regardless of the source, companies provide stress management to help those in need. They are even going as far as giving class our memos on future stress and what to do in to prevent it.
Stress Management in the WorkplaceStress is a common example of todays progressive world. Experiencing stress on a personal and work level is not uncommon. It is important to realize that some stress can be healthy and serve as a motivational factor to excel. Understanding and recognizing the psychological effects of healthy and unhealthy stress is important; symptoms include headaches, high blood pressure and anxiety to name a few. The good news is that we can control how we manage stress. A few healthy ways include physical exercise daily, along with mental relaxation such as meditation and yoga which requires physical movement and focus. Mangers can also play a role in keeping their employees stress levels down by providing adequate tools, and setting challenging yet realistic
treatments.