One of the barriers to high-performance working is the lack of goodwill from the management on the need to formulate systems that empower employees. Some are afraid to adopt human resources practices that align with HPW on the fear of empowering the employees. The manager might envisage a powerful employee as an impediment to subjectivity. The demands in term of capital investment on systems and training, as well as the motivation of the employees is also a hindrance to the process. The presumption that employees could understand the program without a proper description of the task and process affect HPW. If the leadership condones such, a significant number of employers exude minimal interest in using the set systems. A large number of firms face challenges in formulating high-performance programs because of the inability of management planning in the long-term. In most cases, the firms focus on the short-term goals but compromise on the long-term agenda of the company. The initiative in the long-term results in the formulation of non-practical ideas.
Secondly, the approach to implementing the programs overlook the variations in employee’s needs. As opposed to setting different targets for members based on capability, the structure adopted in many firms encourages generalization. The resultant effect of such initiative is the restriction of the creativity of the employees exceeding their potential in duties. If the process is not conducted effectively, the chances are high that the leadership can identify standards of performance but fail to customize the programs. The management presumed that the strategy used could harmonize the competencies of the staff. The tactics instead highlighted variation in employee capability leading to a decline in profitability. The attitude of the employee towards the management also affects the implementation of the performance management system.
Additionally, the leadership competence in communicating and motivating staff determines the practicality of the initiatives that seek to improve performance at the workplace. In a situation where there is discord, the progress halts. The shortcoming explains the reason firms dedicate funds to training supervisory staff on the process of initializing the use of organization resources in coordination. Another issue worth considering before enacting in place programs that seek to boost productivity entails visualization of practical aspects of the initiative (Kalliath, Kalliath, and Albrecht, 2012). A significant number of managers assume that adjusting operations in line with the policy of the company is acceptable as long as the agenda fulfill the legal requirements. The managers rely on the company policy that, at times, influence the design of[zb3] complex programs. The inability of the team to serve at the company interpreting such results in losses and ineffectiveness of the program. Kalliath, Kalliath, and Albrecht (2012) adds that such action demands the involvement of human resource experts besides evaluation of the policy guide on the approach to implementing high-performance management [zb1]Why?