Kraft Foods, High Performance Work Systems (HPWS)

In 1995, Kraft was founded by reorganization and integration into operating companies of J. L. Kraft, Oscar Meyer and C. W. Post. For restructuring, Operations has chosen to use HPWS (High Performance Work System) change management tool. HPWS tools also like the HPWS tool because it has a rigorous structure as it is an excellent platform for creating and communicating consistent management philosophy.

In this paper, we will try to adopt a critical viewpoint on the high performance work system (HPWS) which is "best practice" for employers. There is sufficient evidence to show that such systems are related to improved performance, increased employee discretion, satisfaction, and improved skills. With this belief, many employers have adopted HPWS designed to gain a competitive advantage that can not be imitated. However, the idea of ​​HPWS as "best practice" has been criticized by various researchers. In this article, we will recognize the outlook and impact of HPWS on employers and employees and explain the role of unions and the country.

In this research, we developed a practical resource use approach systematically describing the indirect impact of high performance work system (HPWS) on corporate performance in professional work environment. We believe that HPWS can produce human capital, social capital and the capital resources of the organization. These resources create value that businesses effectively develop and use. By analyzing the indirect impact of HPWS on corporate performance, by identifying valuable resources and finding ways to effectively use them at professional services companies (PSFs), HPWS helps companies Also giving theoretical support for resource-based corporate perspective (Barney, 1991), knowledge-based business theory (Grant, 1996a, 1996b), and dynamic capabilities (Teece, Pisano & Shuen, 1997) To do.