Education + Training · 2003 · 155 citations · 33 references
ManagementHuman Resource ManagementOrganization StudiesOrganizational LearningWorkforce DevelopmentWorkplace LearningEmployee DevelopmentEmployee TrainingEmploymentHigh-performance Work SystemsHuman Resource DevelopmentWorkforce ManagementEmployee Skill DevelopmentHigh PerformanceHigh-performing OrganizationsLearning GovernmentsLearning OpportunitiesPerformance Improvement Through TrainingPerformance-enhancing Human Resource SystemsWorkforce Training
High‑performance work organizations (HPWOs) are gaining attention for their dual benefits of higher productivity and improved employee well‑being, and the ILO is documenting innovative learning and training practices that foster mutual trust and equitable outcomes. The book aims to support the ILO’s goal of expanding decent work opportunities for all genders. It analyzes workplace learning and training from worker and employer viewpoints and assesses how government policies can promote better use of employee skills. Research demonstrates that HPWOs boost productivity, provide more stable employment, and promote fair equity practices through shared managerial and worker commitment.
In this book, written by David Ashton and Johnny Sung, the ILO is responding to the widespread interest in learning and training in high performance work organizations (HPWOs) and has taken up the challenge of identifying and documenting these innovative practices. The book looks at many aspects of workplace learning and training and considers these aspects from the perspective of workers as well as employers, including the prospective benefits for the different parties. It also examines the role governments can play in fostering high performance work practices and, in particular, encouraging enterprises to make better use of their employees’ skills. This book contributes to the ILO’s strategic objective of creating greater opportunities for women and men to secure decent work. The HPWOs create the scenario for a win-win outcome: the companies benefit through increased productivity, and the employees gain through improved quality of working life – decent employment – and increased remuneration compared to more traditional enterprises. The recent research, for the first time, shows how high performance work practices increase productivity. The book also shows that employees in HPWOs often have more stable employment and that equity issues are dealt with in a more open and fair manner due to the commitment of managers and workers alike. Mutual trust is an essential element of high performance work practices.
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