High Performance Management
Whether we talk about High Performance Work Practices (HPWP), High Impact Work Systems (HIWS), or High Commitment Management (HCM) the practice of HRM is increasingly being applied by multinational companies as a result of both attempts to structure the search for “excellence” and the desire by HR Managers to be perceived as more strategic.
In terms of rhetoric these models are attempts to draw upon the soft HRM model to position employee contribution and organisational culture as central to business strategy. In reality the focus upon the top 20% of performers and key workers risks the creation of an elitist two tier world of work. It also raises questions about what to evaluate, how, and the ethical challenges of an increasingly unequal world.