Creating a High Performance Work Environment
Social and Basic Sciences Research Review
View Archive InfoField | Value | |
Title |
Creating a High Performance Work Environment
|
|
Creator |
Kumari, Neeraj
|
|
Subject |
creativity, high performance team, innovation, trust, vision
|
|
Description |
High Performance is a, comprehensive system that aligns People, Strategy, and Processes to achieve company’s goal through continual improvement in performance and ultimately leading to both employee and customer satisfaction. It is a situation, which every team should strive to reach. The study was undertaken to access the present performance of the HR staff of HCL Technologies Limited, BPO Services, N5, & to provide practical recommendations and suggestions that would help in transforming the present HR team into High Performance Team. The process involved preparation of questionnaire and floating them among the HR staff in order to assess their performance on the parameters of innovation, people participation, personal responsibility, trust etc. which are essential elements in creating High Performance Team. To conclude, the present HR team has individuals who perform, i.e. the individual members have the ability, normal motivation level, organization support in performing their functions. But it lacked certain characteristics which are essential to be a good performing team, like- positive synergy, communicate openly & honestly, sublimate personal goals for the good of the team, perform collectively to attain objectives.
|
|
Publisher |
Academy of Business & Scientific Research (ABSR)
|
|
Date |
2017-05-26
|
|
Type |
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion Peer-reviewed Article |
|
Format |
application/pdf
|
|
Identifier |
http://absronline.org/journals/index.php/sbsrr/article/view/701
|
|
Source |
Social and Basic Sciences Research Review; Vol 5 No 5 (2017): May; 44-54
2313-6758 |
|
Language |
eng
|
|
Relation |
http://absronline.org/journals/index.php/sbsrr/article/view/701/741
|
|
Rights |
Copyright (c) 2017 Social and Basic Sciences Research Review
|
|