Characteristics of a High Performance Workplace


There are many ways to characterize a high-performance workplace, especially considering the industry in which an organization belongs. Employees will want to work in this type of organization because they will enjoy their jobs and receive both external and intrinsic benefits for belonging. This type of workplace offers a suitable combination of performance and rewards to motivate its employees.

High Productivity

  • This workplace consists of employees who can consistently achieve results for the organization. Employees belong to an organizational culture in which managers and workers understand their assigned goals and they are motivated to achieve them. Managers sustain high productivity, or goal achievement, over the long term by adapting a performance management system to the changing needs of the business. A good system includes a way to adapt employee performance measures to changes in the critical job tasks for each position.

Employee Involvement

  • This type of workplace does not just boast impressive records of employee productivity. There is also a high level of employee involvement in a high-performing organization. Employees are engaged in their work and committed to the success of the organization. They enjoy more broad discretion and a wider array of job tasks at least in the history of the manufacturing firm.

More Flexibility

  • A high-performing workplace is also able to adjust its internal organizational structure and work processes to fit the changing business landscape. For instance, an auto manufacturer can move its flexible product development teams to any other lines of cars and still get results. That is, results occur if an auto manufacturer has the flexibility to move work teams to the right programs as dictated by the most up-to-date business priorities.

Higher Product Value

  • You can't have high performance inside an organization in terms of worker outputs and expect the same approach to work for adults of all learning styles. It is each manager's job to change a job's evaluation criteria. A manager uses these criteria to show an employee's impact. A well-written evaluation guide will show in concrete terms how a worker's actions benefit the facility by contributing to high product value.

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