HIGH-PERFORMANCE WORK DESIGN

 High-performance work design, as described by Buchanan (1987), requires the following steps:


● Management clearly defines what it needs in the form of new technology or methods of production and the results expected from its introduction.


● Multi-skilling is encouraged – that is, job demarcation lines are eliminated as far as possible and encouragement and training are provided for employees to acquire new skills.


● Equipment that can be used flexibly is selected and is laid out to allow freedom of movement and vision.


● Self-managed teams or autonomous working groups are established, each with around a dozen members and with full ‘back-to-back’ responsibility for product assembly and testing, fault-finding and some maintenance.


● Managers and team leaders adopt a supportive rather than an autocratic style (this is the most difficult part of the system to introduce).


● Support systems are provided for kit-marshalling and material supply, which help the teams to function effectively as productive units.


● Management sets goals and standards for success.


● The new system is introduced with great care by means of involvement and communication programmes.


● Thorough training is carried out on the basis of an assessment of training needs.


● The payment system is specially designed with employee participation to fit their needs as well as those of management.


● Payment may be related to team performance (team pay), but with skill-based pay for individuals.


● In some cases, a ‘peer performance review’ process may be used which involves team members assessing one another’s performance as well as the performance of the team as a whole. ROL