When the world economy started melting down to deep financial crisis, India though suffering its impact, is slowly returning back to track. Thanks to the farsightedness of the pragmatic leadership, the global financial meltdown has had minimal effect on India. The International Monetary Fund and the World Bank recognized India's contribution in handling the global financial meltdown. In this era of economic crisis, implementation of high-performance systems in organizations has become more relevant than ever. This article explains how HR managers need to translate the firm's new strategy into unambiguous, tangible High Performance Work Systems (HPWS).

Every organization should draw a set of Human Resource (HR) policies and practices that suit the organization's own policies and situation. The employee-assessment program that works for hiring human resource for a health care industry may not work for hiring engineers. For example, when the President of Ford Motor Corporation tried to impose the `Forced Distribution' evaluation process on Ford's managers, it backfired because the appraisal system of GE did not make sense for Ford. One can find many things common in the HR systems of high-performing organizations, whereas they vary in assessable ways from the low-performing companies.

Explicitly, these HR systems are "High Performance Work Systems" (HPWS). HPWS are management practices, which generate an atmosphere in an organization, where we get the employees into better involvement and responsibility. More explicitly, HPWS has been defined by Bohlander (2004) as, "A specific combination of HR practices, work structures, and processes that maximizes employee knowledge, skill, commitment and flexibility."

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