Hack:
The Happy High Performance Work System

By Salvatore Moccia - Professor of Strategic Management at Universidad CEU Cardenal Herrera

November 24, 2010 at 4:23am

happiness

Weel-being

High Productive work System

Moonshots

Enable communities of passion

Summary

The Happy High Performance Work System is a model that represents the first attempt to integrate virtues, well being, and High Performance Work System. Some empirical findings demonstrate the powerful and synergistic effect of a multi-dimensional model of HPWS, where the net impact of combining strategic human resource management with employee involvement and participation systems, equality and diversity systems and flexible working systems, significantly exceeds the impact of any of these systems in isolation.

Problem

No models have been found that insert in the HPWS models the well-being and happiness.

Solution

The center of the model is represented by the employee, its character and the sense of humor. At the second level (the second circle) we find the “enabling conditions”. Regarding these, most behavioral scientist agree that social characteristics, along with personal characteristics, influence behavior. Chatman (1989), based on Lewin’s preposition that behavior is a function of the person and the environment, noted that “higher levels of person-organization fit exists when there is congruence between the norms and values of organizations and the values of persons”. Person-organization fit is defined as the congruence between the norms and values of organizations and the values of persons. Researches conducted by Meglino, Ravlin, and Adkins (1999) showed that workers are more satisfied, committed and exhibit higher levels of performance when their values are congruent with the values of their supervisors. The study conducted by Barsade, Ward, Turner, and Sonnenfeld (2000) demonstrated that “trait positive affective diversity make a difference in individual group members’ attitudes, group processes, and group performance”. In short, Gavin and Mason (2004) underlined that “Many organizations have ignored this fundamental lesson. When a workplace is design to create meaning for its workers, they tend to be healthier and happier. Healthy and happy employees tend to be more productive over the long run, generating better goods and more fulfilling services for their customers and the others with whom they interact and do business. These three things – health, happiness, and productivity – are the essential ingredients of a good society. Improvement in productivity alone, which is almost the sole emphasis of many organizations, is not enough”.

The next level is represented by the appropriate HR architecture and the practices and processes that contribute to organizational performance in the short and medium term, and which positively contribute to the achievement of organizational flexibility and longevity. Intended HR practices should include at least the following:

- An appropriate recruitment and selection process in line with the corporate values and culture. In short we do not need only technical abilities, but a complete mature person with attitudes and values;

- An appropriate training and knowledge management, aimed at breaking down barriers among departments;

- An appropriate performance systems, based on equality and justice;

- An appropriate personal development system, aimed at ensuring that people have the equal opportunity to develop both as professional and person;

- An appropriate system for conflict resolution based on listening and justice;

- An appropriate system for conciliation at work.

Practical Impact

The model can improve the following:
- Trust;
- Motivation;
- Passion;
- Loyalty;
- Harmony.

First Steps

First of all, revise the corporate culture, values, and style of leadesrhip. Secondly, work on the following HR practices:

- An appropriate training and knowledge management, aimed at breaking down barriers among departments;

- An appropriate performance systems, based on equality and justice;

- An appropriate personal development system, aimed at ensuring that people have the equal opportunity to develop both as professional and person;