1. A brief analysis of the concept and components of high performance working (HPW). Answers expected: Concept of HPW: HPW as a bundle of practices, a system or process of cultural change; high-
commitment management, high-involvement management; flexible production systems and innovative work systems. Components of HPW: leadership and strategy; work organisation (job design and teamwork);
workforce and organisational development; employee involvement and reward; building a high-performance culture and customer value. Demonstrate your understanding of HPW frameworks and their key
components such as leadership and strategy, work organisation, organisation development, employee involvement, employee reward etc.
2. A brief evaluation of the link between high performance working and sustained organisation performance, employee well-being and competitive advantage. Answers expected: Referencing relevant literature, evaluate the
link between HPW and sustained organisation performance, employee engagement, employee well-being and competitive advantage. You should also address the link between HPW systems and processes an
cultural change. The development of HPWOs in the UK and internationally: how HPW can contribute to the achievement of organisational objectives, for example productivity, profit, innovation, labour
turnover, employee and customer satisfaction, and so on; the trade union contribution; the role of people management in driving organisational performance and building foundations for future
success; need for high-performance management to support the long term and short term and to build enduring organisation performance.
3. An identification of some of the main barriers to HPW. Answers expected:Examples may include attitudes to change, costs in time and effort, lack of understanding, lack of trust, degree of co-
operation from trade unions.
4. Summarise the main stages of the performance management cycle and the role of development and performance reviews. Answers expected: Main stages: objective setting, performing and developing,
performance review. Include reference to objective setting and link with organisational goals and individual development needs in the process. Key components may include identifying key
achievements, aligning individual’s day-to-day activities with organisation goals, identifying development needs and establishing a focus for skill development, making decisions about reward,
creating documentation for legal purposes.
5. Give some examples of different ways of involving line managers in the performance review process. Answers expected:Include some examples of different ways of involving managers in the
performance review process for example training in the organisation’s systems, processes and documentation, monitoring and mentoring to ensure equity, seeking their feedback on the operation of the
systems and processes. Role of line managers: line manager involvement in the high-performance management journey; the role of development reviews (appraisal) in managing continuous personal
development; the role of the line manager in coaching, counselling and mentoring; the use of personal development and performance improvement plans; the role of performance review meetings;
evaluating the use of targets, self-evaluation, 360-degree feedback and discipline; improving performance with financial and non-financial rewards; monitoring and mentoring of line managers in the
performance management process to ensure equity.
6. Provide a brief evaluation of the contribution of the performance management process to promoting challenges, capability or recognising and rewarding talent. Answers expected:key principles
e.g. fairness, reasonableness, equity and meritocracy. Contribution of participants: the contribution and roles of participants in the performance management process, that is, HR specialists, line
managers, team members and individual employees; the range of HR levers that can be applied in delivering business performance and continuous improvement; the continual performance management
cycle; performance planning, managing expectations, agreeing objectives and measuring assessment; linking individual and team performance to organisational performance, for example the balanced
scorecard; the contribution of the performance management process to promoting challenges, capability and recognising and rewarding talent differentially according to performance in an equitable,
reasonable and meritocratic way.
7. Recommend some of the ways of building trust, enthusiasm and commitment in support of a high-performance culture. Answers expected:Recommend some of the ways of building trust, enthusiasm and
commitment in support of a high-performance culture, e,g. clarity of vision, inclusive working practices, coaching and mentoring.. Effective and inclusive collaborative working and communication
techniques that support organisational values, generate trust, promote diversity and relate potential: improving the performance management capability of participants by supporting their
development needs; providing online support to facilitate performance improvement and learning.