In another study Ericksen (2007) had tested a hypothesis that high performance work system creates a human resource advantage like workforce alignment among 196 small businesses. The study result had shown that there is a strong relation between workforce alignment and sales growth. This High performance work system should be based on particular strategy that sets out goal and policies on how a high performance culture can be implemented and maintained.
Developing a High performance work system depends on the goals of that particular business, enough resources to attain those goals and how the staff can participate to reach those goals (Armstrong M, 2009). Any Organisation which really wants to create a positive working environment has to be based on faith, outstanding customer service, combined teamwork, operational brilliance and inventive problem solving. The management team must commence to understand, and be reactive to the needs of the people that represent the organization’s most valuable asset – the employees.
In return of that investment the result will come in the form of higher level of employee inspiration, creativity, higher level of productivity and high commitment. All those factors can lead an organisation to high level of profitability According to CIPD (2008) Employee engagement/ involvement is a combination of commitment of the staff to the organization and it values plus enthusiasm to help out the colleagues. This is something more than job satisfaction and employee motivation.
This is something offered by the employees by himself and it cannot be required as a part of employment contract. Employee engagement had three dimensions. There are different forms and principles of employee involvement. Below Figure 1. 2 shows the different categories and areas of employee involvement. According to latest survey by Chartered Management Institute (2002) it has mentioned about the formal and informal channels of employee involvement.
These are: Team briefing, Trade union representative, staff suggestions scheme, consultative committees, self managing work team, and job redesign. In another article Apostolou A (2000) had mentioned about different phases of employee engagement. He had argued that successful employee engagement requires managers to initiate and maintain the process and give access to resources that will help the staff to perform well. Successful implementation of High employee engagement can offer many benefits for the company.
It plays a key role to increase the energy of the employees, their dedication and commitment to the organization (Surdulli s et al 2012). Chartered Management Institute (2002) conducted a survey among 110 managers of different companies; results shows that high employee engagement improves job satisfaction, employees accept the changes easily, improve employee’s knowledge management, improve trust and commitment, more responsive to training, increase productivity, increase job security, more chance to get innovative idea, and lowest staff turnover.
In a recent survey Guthrie’s (2001) discussed about the benefits about the high employee involvement among 164 firms in New Zealand. The study result had shown that when a company implemented the High employee involvement work practice, it produce lower employee turnover and consistent higher level of productivity. On the other hand when a company implements the controlled oriented work form higher labour turnover is consistent and higher productivity.
So, company who were implementing the high involvement work practice they did performed well in terms of low labour turnover. Although employee engagement is a very successful HR strategy but it is not really easy to implement this practice. Collinson (1995) had identified two resistance of management control to implement this strategy. The first one is ‘Resistance through distance’- here the staffs refuse to any engagement or responsibility for the running of the company.
This can create conflict between the staff as some of them will agree to take it and some of them not. This point it will be hard for the manager to control it. The strategy always pushes to get more information and explanation as way of challenging the managers. So, employee engagement can create conflict between staffs if all of them are not agreed to get involved and mangers as well as they will be challenged constantly (Martin J ,2010).