Abstract:
Human resource management has gained strategic importance in corporate, both big and small, and the impact of HR practices on total organisation performance is recognised. Academia and the corporate sectors realised the contribution of human resource practices to the success of an organisation in the recent times, and there is wide spread discussion in conferences, workshops and academic circles. There is abundance of literature on the impact of different HR practices on individual motivation to work and their contribution to the organisation's bottom line. Every organisation is interested in creating high performing workplaces where there is a pervasive performance work culture – people perform because they would like to perform better, and the organisational policies and practices help them in aligning their individual goals to organisational goals. This paper examines recent theoretical and empirical developments in the area of creating and sustaining high performance workplaces and the role of human resource practices on achieving the same. Performance management is a growing topic in today’s highly competitive, global market. This paper will highlight the literature published in the recent times in the area of HR practices and tools that may have a direct/indirect impact on total organisation performance, and provide directions towards creating high performance workplaces (HPW) in different types of organisations.
