400 words with references In recent years, we have observed an increase in foreign production throughout the world. What PEST factors would you consider to be most relevant to H & M’s HR managers when

Figure 16.6 shows how to “build a bridge” with the firm’ s stakeholders such as its employees, the unions it works with, and other groups when implementing a high- performance work systems. One of the best ways to do so is to show these groups where the business is today—its current performance and capabilities. Then show them where the organization needs to be in the future. The gap between today and the future represents a starting point for discussion. When executives at TR W wanted to make a case for change to high-performance work systems, they used employee attitude surveys and data on turnover costs. The data provided enough ammunition to get a conversation going about needed changes and sparked some suggestions about how they could be implemented.

Figure 16.6 Build in g C oopera tio n w it h S ta keh old ers Source : Adapted from the Conference Board of Canada. Some research studies have found that unions can be a barrier to high-performance work systems, perhaps because unions are concerned that the ef ficiencies achieved might be so great that workers can be eliminated. To help get unions on board, managers should try to create “win-win” situations in which all stakeholders, including unions, gain from the 5/26/2020 Print Preview https://ng.cengage.com/static/nb/ui/evo/index.html?eISBN=9781285872643&id=30222998&nbId=116383&snapshotId=116383&dockAppUid=101& 2/2 implementation of high-performance work systems. Organizations such as Shell and Novartis have found that “interest-based” (win-win) approaches work best.

Similarly, multinational firms need to gain the support of their supply-chain partners and customers abroad. For example, Celestica, Inc., a T oronto-based provider of electronics manufacturing services and products, started out as a single, wholly owned subsidiary of IBM. Today, however , the spin-of f company has dozens of electronics manufacturing and design centers around the world. Being sensitive to dif ferent cultures and their ways of doing business as well as building relationships with them has been critical to the success of Celestica’s high-performance work system.

Last, but certainly not least, getting the firm’ s HR department on board is a crucial because it’s an enabler of a company’ s human capital. When high-performance work systems are used in their firms, managers perceive their HR departments as having more strategic value. Chapter 16: Implementing HR Strategy: High-Performance W ork Systems: 16.4a Building a Business Case for Change and Engaging Stakeholders Book Title: Managing Human Resources Printed By: Cedric T urner ([email protected]) © 2016 Cengage Learning, Cengage Learning © 2020 Cengage Learning Inc. All rights reserved. No part of this work may by reproduced or used in any form or by any means - graphic, electronic, or mechanical, or in any other manner - without the written permission of the copyright holder .