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1. Introduction (1)
2. Introduction (2)
3. Elements of high performance work systems
4. Perspectives on high performance work systems
5. Agenda for the talk
6. What is value creation?
7. Wright & Snell on HR value creation
8. Value, HR strategy and performance
9. Performance-led HR
10. Business model change elements
11. Defining business model elements
12. HR's view
13. Economists view
14. Strategists view
15. Why look at business model change
16. Types of capability change
17. Three performance pressures
18. Macro and micro HR issues with innovation
19. Innovation dependencies
20. Four core HR innovation strategies
21. Macro innovation factors (1)
22. Macro innovation factors (2)
23. Organization design (OD) importance
24. Design versus development
25. Decision making versus IT perspectives
26. New types of knowledge for HR directors
27. From OD to job design
28. Four jobs based flexibilities
29. What is engagement?
30. Modelling engagement
31. Three engagement-performance philosophies
32. Profit chain - Retail banking study
33. Engagement limitations
34. Conclusions
35. Thank you
36. References

Topics Covered

• High performance work systems and bundles of practices
• A dialogue with other disciplines (strategy, organization design, innovation, and customer service)
• 'Value' in the context of business model change
• Performance logics associated with productivity, innovation and customer centricity
• Building an organization design capability
• Thinking about jobs-based flexibility
• Tackling the challenge of engagement and performance belief

Links

Series:

• Human Resource Management

Categories:

• Management, Leadership & Organisation

Talk Citation

Publication History

• Published on July 7, 2011