**8. Discussions**

The proposed model has highlighted four crucial aspects/areas that have been neglected in High Performance Work, High-Performance Work Systems and Resilience Theory that would be beneficial to show how HRM can go beyond the application of structural mechanisms as recommended in HPO and HPWS. This will help to remedy damages in human performance, network and employment relationships [19]. The process identified from Aspect 1 to Aspect 4 features essential characteristics for such restoration. Whilst underscoring the need to improve traditional HPO and HPWS team related communication practices, this chapter highlights the importance of building resilience capability not just for the enhancement of management's competence but as also to facilitate greater HRM involvement in developing sustainable performance systems. The implications of such findings and the proposed model are discussed hereunder. On the theoretical level, whilst studies such as those of Shibin et al. [16] and de Araújo Lima et al. [17] have pointed to the significance of more effective use of human resources in order to mitigate against performance management risks, this chapter has identified how to resolve the resource constraints associated with poor organisational It has done so by critiquing seminal works within the HPO and HPWS theoretical framework and offering not only practical solutions of how performance crises in 4 SMEs were solved but also a Resilience Model.

Theoretically referred to as **'**Strategic Workforce Resilience Management Model', what has been added to HR theorisation is not only a model but also a process which shows the essential aspects that ought to be resolved when SMEs similar to the ones investigated here adopt the management-control type mechanisms in the implementation of HPO and HPWS's organisation of financial, knowledge and customer relations aspects [11, 13]. As highlighted in **'**Strategic Workforce Resilience Capability', as the spin-off theory from the earlier developed model, both individual management and employee resilience characteristics, which have been critically neglected in HPO and HPWS theorising, are now recommended for inclusion in HR and performance management theorising. This is crucial to better understand the nuanced complexities of resilience within performance so as to help HR scholars realise not only their importance but also their usefulness in resolving overall organisational performance in a more strategic way. This chapter has therefore added strategic resilience onto HPO and HPWS's structures, as discussed. The model and theory highlight aspects that are vital for staff's high affective commitment as recommended by Asamany and Shaorong [14] but, more importantly, in ensuring the development of management competency. This will help to embed resilience in both parties.

On a practical level, the model can be used as a tool to help managers of small firms know which aspects of internal innovation capability [15] and external network relations development [19] are essential to foster the type of sustainability needed in the performance management of SMEs [21, 27]. de Araújo Lima et al. [17] risk management of performance, Shibin et al.'s [16] recommendation of the judicious use of human resources and the knowledge management aspects highlighted by Albassami et al.'s [28] and Petrov et al. [12] should be combined for the effective implementation of the innovation and organisational capability of the HPO and HPWS models. Within these are people's preferences, which management need to know and align to their overall organisation's performance objectives. Doing so facilitates not only an enhanced form of individual performance but also helps management and HRM incorporate these into their overall management capability plans. The additional element here is that HRM needs to go beyond simply developing staff competence through the usual training and development programmes, which echo the structural approach of HPO and HPWS, but to realise that achieving high performance also needs the development of people's resilience competence. This will help HRM to facilitate organisational and individual performance by tailoring their performance processes in line with both parties' requirements. One such area for doing so is HR's greater involvement in enabling bottom-up communication especially when cross-departmental working has become vital in tackling endemic, systemic performance difficulties. Such uptake will enhance staff involvement and engagement in performance issues and mitigate against resistance to resilience capability [22].

Methodologically, this chapter developed a model on how managers can not only adopt a strategic approach to managing performance but doing so in a way that also embeds employee resilience within a network of management and staff relations. It behoves of HRM professionals to recognise key human relational and developmental aspects of the model and to design new practices and processes for their implementation. The 'Strategic Workforce Resilience Management Model' is based on what both management and staff identified as crucial aspects that should be part of a performance management culture which also creates space for nurturing people's

*Beyond HRM's Performance Management: Towards Strategic Workforce Resilience DOI: http://dx.doi.org/10.5772/intechopen.96703*

resilience capacity especially in volatile merger and acquisition contexts. The model was not only based on employees' and management's statements but also on areas that the seminal works of High-Performance Organisation and High-Performance Work Systems had missed and the additions made through a critique of Resilience Theory. The systematic critical appreciation of performance management theory has led to the identification of not only adding to such theorisation but doing so in a way that helps HR professionals realise aspects that are needed to form an informed decision on how to achieve individual and overall organisational performance in a crisis context. Further evaluation of the model is provided elsewhere.
