Workplaces that are perceived to have a change-quality, technology-driven culture and are characterized by support for creativity, open communications, effective knowledge management and the core values of respect and integrity have strong effects on talent attraction and retention and are also highly conducive to the development of high- commitment and motivating work systems (Kontoghiorghes, 2015). These characteristics are often associated with a trend in workplace design called high-performance work systems. The focus on contemporary work designs in debt-choked post-2008 economies can, however, easily distract us from more persistent trends and features of the workplace: work intensification, heightened managerial control and consequential work-related stress. The way work is organized in the workplace is, therefore, inseparable from the study of the management of the people doing the work. The way work is organized is a critical internal contingency affecting both micro and strategic human resource management (HRM). Management is the architect of job and work design, and different strategies have created a myriad of contrasting types of jobs and work systems. For example, there are jobs that provide employees with no variation in the tasks performed, their work activities being closely supervised.
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- HRM and High-Performance Workplaces
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