The unit assesses the different conceptual frameworks of high-performance working (HPW) and examines its impact on organisational performance, competitive advantage, employee engagement and employee well-being. It provides the learner with the business case for, and the barriers to, HPW as well as the role of people management in improving organisational performance.
Furthermore, the unit examines the contribution of the performance management process and shows how the involvement and commitment of line managers, and the use of effective and inclusive collaborative working and communication techniques, can support the building of a high-performance culture that promotes diversity, trust, enthusiasm and commitment and that recognises critical skills, capabilities, experience and performance.
This unit is suitable for persons who:
• seek to develop a career in human resources (HR) management and development
• are working in the field of HR management and development and need to extend their knowledge and skills
• have responsibility for implementing HR policies and strategies
• need to understand the role of HR in the wider organisational and environmental context.
On completion of this unit, learners will:
Understand the concept of high-performance working (HPW) and its contribution to creating and sustaining a high-performance work organisation (HPWO).
Understand the contribution of performance management to high levels of performance and the role of line managers in the process.
Know how to create and sustain a community of practice to build a high-performance culture.
The learner will:
1. Understand the concept of high performance working (HPW) and its contribution to creating and sustaining a high-performance work organisation (HPWO).
2. Understand the contribution of performance management to high levels of performance and the role of line managers in the process.
3. Know how to create and sustain a community of practice to build a high performance culture.
The learner can:
1.1 Analyse the concept and components of HPW.
1.2 Evaluate the link between HPW and sustainable organisation performance, employee well-being and competitive advantage.
1.3 Identify the barriers to HPW.
2.1 Describe the main stages of the performance management cycle and the role of development and performance reviews.
2.2 Describe the most appropriate ways to involve line managers in the performance review process.
2.3 Evaluate the contribution of the performance management process to promoting challenges, capability or recognising and rewarding talent.
3.1 Explain ways of building trust, enthusiasm and commitment in support of a high-performance culture.