High Performance Working and Wellbeing: Sustainability of Human Resources

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The sustainability of human resourcing is dependent upon the wellbeing of the workforce. Human Capital models have largely results in short-termist capitalistic restructuring and low cost savings within organisations which are not sustainable within the long term. To achieve competitive advantage it is accepted that organisations should aspire in the long term to high performance working. However this paper contends from research with HR professionals and managers that the translation of high performance working relies upon the psychological contract with workers. Globalisation models have relied upon the management of human resources by locating the lowest cost model for delivery of services whereas this paper presents that this is a short-termist model which is not culturally sustainable and that the wellbeing of the workforce will facilitate greater innovation and sustainability of competitive advantage outside short-termist cost advantages.

Stream: Cultural Sustainability

Paper: A paper has not yet been submitted.

Current research lies with review of organisational and working practices surrounding the New Realities advocated as part of the post-millennium information revolution, with particular links to education in terms of the recruitment needs of knowledge workers within the virtual organisation. Has successfully presented papers at the International Conferences for the University Forum of HRD and the Chartered Institute of Personnel and Development on the subject of High Performance Working. A Senior Lecturer at the Ashcroft International Business School, Anglia Ruskin University and holder of Doctorate from University of Leicester. The author qualified previously with an MSc in Training and HRM at the Centre of Labour Market Studies, University of Leicester having previously qualified in Business and Education from the University of East Anglia and is a member of the Higher Education Academy.
Prior commercial background includes roles in Human Resource Management and full chartered membership of the Chartered Institute of Personnel and Development (CIPD). Having previously held management roles in Education, to include Director of Studies, the author is currently fulfilling consultancy both to the private sector and to the government, with specialist interests in organisational theory.

Since joining Anglia Ruskin University Andrew has held the course directorship for the MSc in Total Quality Management which was delivered to both the Benefits Agency and HM Customs and excise over a four year period. Andrew has also been the course director for the Postgraduate Certificate in Small and Medium Enterprises which was part of the European Social Fund “Gradient Programme” designed to give unemployed graduates the chance to work and gain employment in SME’s. Andrew also delivers lectures to the DBA and EdD Doctoral programmes, and the PhD Israeli cohort, and is currently supervising an MPhil and two EdD candidates in the areas of organisational effectiveness and performance. Andrew is also a member of the Joint Research Committee for Law and Business (JRCLB) which presides over the progression of students who are undertaking Doctoral and MPhil studies. Andrew has been a tutor for the Open University for fifteen years