It depends on overall approach of HR team, if they plan as per the future expectation & employees expectations, they can able to create & manage self motivated teams which in turn create high performance in the work place.

the ans is YES.

Hi.

But nowadays every organization create high expectation with high targets depend upon high competitive market..firstly we should be concept of high performance work system..

It'is a good research approach that need to be developped

Yes..its part of innovative human resource management..

HRM is a holistic approach towards development of iorganisational goals in the bark of individual goals. An employee is able to perform well if the organisations follow and implement good HR practices. A transparent, culturally sound, a well blended set of traditional and professional management with participative approach and perhaps technogically supported work culture can inculcate good values, moral principles and cordial relationships amongst the employees

It depends wich approach of HRM we use . I think most important approach to creat high performance is Strategic HRM .

High performance work system run with its dimension...and always grow with competitive market...after that varies operational and financial advantage...

There is a huge body of empirical literarture on this issue mainly suggesting the answer is: Yes.

Some References:

Arthur, Jeffrey B. (1994): „Effects on Human Resource Systems on Manufacturing Perfor-mance and Turnover.” In: Academy of Management Journal, vol. 37, no. 3, pp. 670-687.

Black, Sandra E.; Lisa M Lynch (2001): “How to Compete: the Impact of Workplace Practices and Information Technology on Productivity.” In: The Review of Economics and Statistics, Vol 83, No. 3, pp. 434-445.

Galia, Fabrice; Diègo Legros (2004): Testing for Complementarities between Team, Incentives, Training and Knowledge Management: Evidence from France. Working Paper. Paris: ERMES – Université Panthéon-Assa Paris II.

Guest, David E.; Janathan Michie; Neil Conway; Maura Sheehan (2003): „Human Resource Management and Corporate Performance in the UK.“ In: British Journal of Industrial Relations, Vol. 41, No. 2, pp. 291-314.

Hartog, Deanne N. Den; Robert M. Verburg (2004): „High performance work systems, organisational culture and firm effectiveness.“ In: Human Resource Management Journal, vol. 14, no. 1, pp 55-78.

Hoque, Kim (1999): „Human Resource Managment and Performance in the UK Hotel Industry.“ In: Britsch Journal of Industrial Relations, Vol. 37, No. 3, pp. 419-443.

Huselid, Mark A. (1995): “The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance.” In: Academy of Management Journal, vol. 38, no. 3, pp. 635-672.

Ichniowski, Casey; Kathryn Shaw (1995): “Old Dogs and New Tricks: Determinants of the Adaption of Productivity-Enhancing Work Practices.” In: Baily, Martin N.; Peter C. Reiss, Clifford Winston (eds.): Brookings Papers on Economic Activity. Microeconomics. Washington D. C.: Brookings Institution, pp. 1-65.

Ichniowski, Casey; Kathryn Shaw, Giovanna Prennushi (1997): “The Effects of Human Resource Management Practices on Productivity: A Study of Steel Finishing Lines.” In: The American Economic Review, vol. 87, no. 3, pp. 291-313.

Ichniowski, C.; Kochan, T.A.; David I. Levine; Craig Olson and George Strauss (2000): What works at work: Overview and assessment, in Casey Ichniowski; David I. Levine; Craig Olson and George Strauss (eds.): The American Workplace: Skills, Compensation and Employee Involvement. Cambridge: Cambridge University Press, pp. 1-37.

MacDuffie (1995): “Human Resource Bundles and Manufacturing Performance: Organizational Logic and Flexible Production Systems in the World Auto Industry.” In: Industrial and Labor Relations Review, vol. 48, no. 2, pp. 197-221.

Neumark, David; Peter Cappelli (2000): Do ‘High Performance’ Work Practices Improve Establishment-Level Outcomes? Paper presented at the EALE & SOLE First World Conference on 24th June 2000.

Yes, but perhaps the word "create" could be replaced by "contribute to." My argument is anchored on the systems theory.It takes good management practices in all the key areas of management ( financial, human, Material ect.) to achieve high performance. This means that human resource management alone cannot create high performance but as a subsystem of the overall system, it can contribute to high performance. The human resources management practices, however, are supposed to be good and not poor in order to contribute to high performance.Good HR practices are based on sound HR policies and procedures. In addition, the HR practitioners must have the necessary competencies and motivation to implement the sound HR policies.

That’s an important point. And it emphasizes another issue: the benefits of specific HR-practices depend on what is happening in the other policy areas and the firm’s business environment. Are product market’s stable or dynamic? Is the workforce mobile or tend the employees to stay for decade in the same firm? Is there a strong competition for qualified labour? What is the regulatory framework? And so on. Thus tere is no one size fits all best practice. The best practice is the one that is customized to the specific circumstances of the firm. It’s a question of fit or – to term it more economically – of complementarities.

The policies of all areas have to fit the firm’s business-environments requirements and they have to fit each other. They must be consistent across policy areas and within policy areas. Some of the articles given above stress the latter point for HPWS. In this view, the real benefit of HPWS does not stem from the positive impact, which HR-practice A might have because of its own virtues, but by the increase in the benefits of HR-practice B if both practices are implemented together. The whole is more than the sum of its parts. In this view HPWS are the attempt to realize complementarities across these practices.

Some (e.g. Milgrom and Roberts 1990, 1995 or Lindebeck and Snower 2003) view this realization of complementarities as constitutive for the firm. Assuming, that there are some idiosyncrasies about the implementation of practice and especially the fit across a wide area of practices, which cannot be easily viewed from the outside, you get some barriers to imitation. This would preserve for some time the firm’s competitive edge due to systems of complementary practices. This reasoning gives you than a clear link to the literature based on the resource based view of the firm.

Bottom line: there is not a single of HRM-practice which constitutes a HPWS, but there is wide array of different combinations which are all HPWSs with each of them being specific to the respective firm (or plant, subsidiary, branch of that firm).

human resource management creating high performance work system or not, its depend upon different types of organization policy as present context. in 1989 nadler , defined high performance work system as base on that time of human resorce practices and also description about strategic "fit" competition . after that 1995. huselid recreation or reorientation of HPWS. there is almost 24 years studies (1989-2012) about high performance work system. and HPWS directly and indirectly impact on human resource practice and sub system of organization. in HPWS, the term "high" is more catalysis term for shifted the human resoucre practicabilities. human involvement work system , high committment work system etc.. there is above discussion that human resource management can not fight alone as per competitive market .

The basic aim of converting personnel management to Human resource management is to train & develop people to improve their KSA i.e. Knowledge Skills & Abilities, which in turn will improve the performance of Organisation. Again it somehow depends upon organisational policies, politics & overall approach of key personnel.

@Aaron I am agree with you, the Role of HR is to improve KSA's means to make contribution & enhance their existing KSA's

Defense persons get continuous training through out their working life. corporate persons to need to be trained to remain on the forefront of their activities. HRDs main task is to ensure that the right people are in the right slots, are motivated, controlled through to stay on course. Today's MAJOR decisions invariably involve HR people, unlike in the past when the Personnel Department's task ended once recruitment was action was completed- umesh mathur

Human resources integrate all other resources, therefore, called the most important resources. Countries, such as Norway, Sweden, Netherlands, Australia have given high value for human resources development, at are at top of the HDI. Countries that have given high priority for the human resource development have moved faster than others.

For a high performance in the organization, as noted earlier, it has to be a best "fit" of all other systems and sub systems. Organization must be looked as a total system in which various sub systems operate along with the external environment factor that at times influence the organization.

Yes the human resource practices plays a vital role. The impact of these practices could be seen the efficiency of the employees.The approach of employer to his employees plays a major role in employee retention strategies of the company. Every companies tries to follow HR approach than Personnel Management.

It depends on a company's processes and systems. As Aishwarya said now-a-days companies are following HR management though they call as Personnel Management. We need to focus on matching the individual goal with the organisational goal.

Human Resources Management interfaces with other managerial function and their true performance should be measured by how well they interfaced with other functions. One oft used example is ROTI which interface Training -one facet of HR practice- to Financial returns (cost savings or increased earnings). Other example, less oft used, are CESEP (Customer Evaluation of Service Employee Performance) which interface HRM and Marketing, especially in the service industries.

Human resource management practices are definitely strongly contributing to high performance in the work place.

I would rank the importance of contributors as follows:

1. first and most important: line manager

2. strategic human resource management

3. operative human resource management

The line manager is responsible for the performance of his team(s). He/she makes practical use of all instruments - provided by strategic human resource management - that are key to performance i.e. attracting, hiring, developing and retaining the right people and managing their performance. His own leadership skills that enable him/her to develop a compelling vision & strategy, to bring the team on board, and to create a work environment that fosters high performance, will ultimately be the decisive factor.

Strategic human resource management develops and implements these instruments using best-of-breed practices. These instruments may include university relationship, top talent programs, personnel development plans, job families, career paths, training programs, job rotation, succession planning, performance management tools e.g. standardized staff dialogue, compensation & benefits, and many more.

Also operative human resource management supports the line manager, in this case not through the provision of standardized instruments, but case-by-case operative services. These services may include the formulation of job postings, the pre-selection of candidates, execution of hiring process, administration of performance management process and so on.

I agree with Elisabeth madam. HRM practices are predominant in the process of giving high performance. There is a important variance arising in the application of HRM practices because the Hr practices are incongruence with influences of the business environment

HRM is an art. This art is earned over some period or years. Therefore knowledge of HRM isn't enough but it must be coupled with experience. Only then the true practices of HRM can be employed successfully.

Yes, HRM practices are very important in increasing performance. In most of the instances they prove to be very efficient but may not in some. Theoretically sometimes 100% results are obtained but practically it may not hold true cent percent.

Hello jaya mam,

thanks for you view ... Hrm practices are create increasing performance but every organization have different type of performance and how to measure the performance according the organization. I thinks only, some of part of hrm practices develop performance than other practices, performance is depend on origination's definition....