This paper illustrates that for the past four or five decades, the competition in the market has reached its intense possible levels. The market is becoming a ruthless place where there is no room for mistakes. Increased customer awareness, technological advances, globalization, ethical concerns, new competitors, and many other factors made life a tough job for many firms. In this scenario, they had no choice but to find ways through which they can possibly reduce their costs and increase their productivity at the same time. This started a new revolution in the field of management that asked managers to increase the productivity of their employees make sure that they work to their full potential in an effective and efficient manner. “High-performance working” and “performance management” are the products of this same ideology. The rest of this paper focuses on how human resource managers can implement “high performance working” in their company. There has been a lot of research on this topic and tons of data is available in this regard. Moreover, high-performance working has several possible dimensions. This paper focuses only on a few those that are vital factors in the eyes most of the authorities. Employee motivation is one of the foremost sources of increasing employee productivity. It is quite understandable that highly motivated employees in most of the cases are the highly productive ones. Google has been bearing enormous costs for motivating its 19,865 employees. Insurances, chefs, sick leaves, parental leaves, transport facility, tuition reimbursements, on-site facilitates of a gym, saloons, car wash, saloons, swimming pools and many more are just a few to mention. By doing all this, Google has just one thing in mind, employee satisfaction. Google’s HR people seem to understand and have full faith in the fact that “employee satisfaction is the prerequisite of customers satisfaction”.