(BQ) Part 2 book "Fundamentals of human resource management" has contents: Creating and maintaining high performance organizations, managing employees’ performance, separating and retaining employees, establishing a pay structure, providing employee benefits, collective bargaining and labor relations, collective bargaining and labor relations,.and other contents. | Assessing and Improving Performance CHAPTER 9 Creating and Maintaining High-Performance Organizations 10 Managing Employees’ Performance CHAPTER 11 Separating and Retaining Employees PART THREE CHAPTER PA RT 3 Assessing and Improving Performance 9 Creating and Maintaining High-Performance Organizations What Do I Need to Know? After reading this chapter, you should be able to: LO 9-1 Define high-performance work systems, and identify the elements of such a system. LO 9-4 Explain how human resource management can contribute to high performance. LO 9-2 Summarize the outcomes of a high-performance work system. LO 9-5 Discuss the role of HRM technology in highperformance work systems. LO 9-3 Describe the conditions that create a highperformance work system. LO 9-6 Summarize ways to measure the effectiveness of human resource management. Introduction Stories of factory closings and offshoring are so common that people can be forgiven for believing that manufacturing in the United States is doomed. And it was surely a tense time for the employees of General Cable’s Jackson, Tennessee, plant a few years ago when the company undertook a study to determine whether it would be feasible to keep the facility open. General Cable, one of the world’s largest makers of wire and cable products, operates factories in 26 countries and has a vision of being the most highly regarded and successful company in its industry. If the company’s managers did not like the performance they saw in Jackson, they could certainly move production somewhere else. Instead, management decided to keep the Jackson plant open, but it would have to improve its quality, safety, and efficiency—with no excuses about the severe recession into which the world economy had just plunged. The Jackson facility’s managers shut down operations for a day and called all the employees together. They announced a program called All In. Everyone who wanted to stay had to commit to being flexible and
