Market-focused HRM in service organizations: Satisfying internal and external customers

This paper describes how the HRM function can positively influence the satisfaction of both its internal customers, such as, line employees, and external customers. Evidence is cited for how satisfaction levels in these internal and external markets often are correlated in service organizations. The management practices apparently associated with this correlation are described, concentrating on HRM's role in creating satisfied employees who are motivated and able service providers. The importance of customizing HRM practices to fit a specific market segment is emphasized.     

Organizational climate for innovation and creativity – a study in Swedish retail organizations

ABSTRACT

Innovation in retailing is under-investigated in academia and yet a highly relevant concern given the current changes in the retail landscape. Although retailing is often characterized by a dynamic and highly competitive environment, retail organizations are not often considered as ‘innovative,’ at least when compared with manufacturing industries, or when using existing innovation frameworks in academic literature. There are many aspects of innovation discussed in literature and a need to consider different ways of looking into retail’s innovativeness. Among them, the importance of organizational climate on influencing creativity and innovation may help explain how to enable innovation in service organizations, such as retailers. The purpose of this study is to evaluate the climate for innovation and creativity and examine how retail organizations perceive it. We applied a mixed-methods approach using an established organizational climate survey and semi-structured, one-on-one interviews regarding the innovation climate and other aspects of innovation management in the companies. The study shows that despite retail organizations still struggling to incorporate innovation on a strategic level and move beyond incremental developments in their operations, retailers score positively on being innovative regarding certain dimensions of the organizational climate survey. This indicates that retailers (especially conventional ones) could benefit from challenging current practices and moving towards becoming more active and strategic innovators since their organizational climate to a certain extent allows for it. Respondents within the organizations also express a need for better innovation support, whether it is through established structures and processes or an improvement in the current conditions of the organizational climate. How retailers could enable themselves to become more active innovators – based on what we know that retailers look more towards entrepreneurship and continuous development as a driving force rather than formalized innovation practices per se – is a potential avenue for further research.     

HRM in Western Subsidiaries in Russia and Poland

Abstract

This study analyzes the Human Resource Management (HRM) practices in joint ventures and wholly-owned subsidiaries of Western MNCs located in Russia and Poland. Different hypotheses are developed, testing whether or not MNCs are more likely to implement standardized practices in Poland and Russia. The effects on HRM practices of MNC equity share, non-financial resources provided by MNCs to the focal unit, and mode of establishment of the foreign unit are also investigated. Implications for future research and managers are discussed.     

Fostering integration through HRM practices: An empirical examination of absorptive capacity and knowledge transfer in cross-border M&As

Transfer of knowledge-based resources from acquirers to the acquired units has been ubiquitously emphasized as an important driver of post-acquisition integration. Equally emphasized is the importance of recipient unit’s absorptive capacity for the success of knowledge transfer and the facilitating role of HRM practices in developing absorptive capacity. In this paper, we integrate different streams of research on post-acquisition integration, knowledge transfer, absorptive capacity and HRM practices. Different from most past research, we pay attention theoretically and empirically to the multi-dimensional nature of both knowledge transfer and absorptive capacity. We test our hypotheses on a sample of acquired Chinese subsidiaries of 181 multinational corporations from seven countries. We find that successful inflow and implementation of knowledge require the acquired unit to have distinct types of capabilities each of which can be developed by a specific HRM practice. These results contribute literature by recognizing absorptive capacity as a manageable capability and identifying how different components of this capability could be developed by specific HRM practices. Furthermore, our results shed light on human side of M&As by examining how companies can foster post-acquisition integration by fine-tuning the absorptive capacity of acquired units.     

A longitudinal examination of HRM in a human resources offshoring (HRO) organization operating from India

Human resources offshoring (HRO) forms a significant part of the Indian business process offshoring (BPO) market. This paper assesses HRM in the emergent HRO sector. Longitudinal case-study research enables an in-depth examination of the development of HRM practices in an HRO organization where offshored HR services are delivered from two different cities in India. The paper highlights the development of HR activities focused on extrinsic incentives, rewards and penalties to influence employee behaviour. These practices are mediated by indigenous traditions, the nature of the service offering; management style and an aspiration to ‘role model’ systematic HR practices.     

Approaches to Improving Process Quality in the Service Sector

Abstract

Implementation of Theory of Constraints (TOC) and Business Process Reengineering (BPR) are two quality philosophies or approaches that are being used by several manufacturing organizations worldwide for improving throughput, on-time shipments, and quality, among others. However, the application of these approaches in the service sector are very minimal. In this paper, we illustrate how service organizations, specifically banks and healthcare institutions, can utilize these approaches for gaining a competitive advantage.     

The Compatibility of the Marketing Concept Within the “Classified” Customer Service Culture of Department of Defense National Testing Laboratories

ABSTRACT

The role of national defense research laboratories has dramatically changed since the collapse of the Soviet Union and the relaxation of “Cold War” imperatives. As these organizations are seeking new “market oriented” opportunities, the fundamental philosophy and culture of these organizations must be examined in order to determine if such firms, historically dependent on government awards and contracts, can effectively compete in the highly competitive global economy. The purpose of this study is to examine the relative compatibility of the marketing concept with the attitudes and customer service practices of one such highly confidential organization. By initiating such inquiry, it is hoped that other research and inquiry will be undertaken with the goal being to help transition the power of these basic and applied research facilities into the private sector more efficiently.     

Exploring human resource management roles in corporate social responsibility: the CSR‐HRM co‐creation model

Formulating and translating corporate social responsibility (CSR) strategy into actual managerial practices and outcome values remain ongoing challenges for many organizations. This paper argues that the human resource management (HRM) function can potentially play an important role in supporting organizations to address this challenge. We argue that HRM could provide an interesting and dynamic support to CSR strategy design as well as implementation and delivery. Drawing on a systematic review of relevant strategic CSR and HRM literatures, this paper highlights the important interfaces between CSR and HRM and develops a conceptual model, the CSR‐HRM co‐creation model, which accounts for the potential HRM roles in CSR and identifies a range of outcome values resulting from a more effective integration of the role of HRM within CSR. The paper concludes with relevant theoretical and managerial recommendations that advance our understanding of the potential interfaces between HRM and CSR and how HRM can support a systematic and progressive CSR agenda.     

From Ethics 'By Proxy' to Ethics In Action: New Approaches to Understanding HRM and Ethics

In this paper we review recent UK literature on HRM and ethics and suggest that implicit in many accounts is a perception of a 'moral hole' appearing within the employee relations landscape which is based on external, reflective observations of HRM policies and practices. We argue that the investigation of HRM and ethics could be broadened by locating HRM and ethics research more explicitly within the social and cultural realities of organizations and their employees. Finally, we outline and illustrate what a social constructivist approach might add to research in this field and how it might provide insights that help bridge the gap between theory and practice.     

The impact of globalization on HRM: the case of South Korea

Globalization can have far reaching implications for human resource management (HRM) and management practice in general. For some, globalization creates pressures for a common, often taken as ‘best’, transferable set of HRM practices that can spread around the world. These best practices are considered powerful enough to override existing systems. In contrast, others see national based HRM systems as more resilient, partly because of the systemic underpinnings of particular cultural and institutional milieu. Both views contain important implications and lessons. We outline these, a framework for viewing them and the case of HRM in South Korea to demonstrate the issues, contradictions and dilemmas and ways of thinking so that practitioners can make informed choices concerning HRM practices to develop competency enhancing HRM systems.     

Trust,job security and subordinate–supervisor guanxi: Chinese employees in joint ventures and state-owned enterprises

This study presents a model that links the constructs of trust in supervisor and trust in organizations with job security and subordinate–supervisor guanxi, and examines their effects on turnover intention and organizational citizenship behaviour. To test the hypotheses, two data-sets of 294 joint venture employees and 253 state-owned enterprise employees in China were analysed. The results of LISREL supported the proposed model. Due to the different HRM practices in joint ventures and state-owned enterprises, several major differences had been found in this study. The findings provide practical implications for managing employees in both Chinese joint venture and state-owned enterprises.     

Determinants of the adoption of HRM practices in tourism SMEs in Spain: an exploratory study

This paper explores the relationship between the adoption of HRM practices in Small and Medium-sized Enterprises (SMEs) and the characteristics of the firm and the person responsible for HRM. We propose a conceptual model based on the resource-based view, which is tested with quantitative data from 164 tourism’s SMEs in Catalonia (Spain). As predicted, the adoption of HRM practices is positively associated with the presence of an HRM department. Also, SMEs in which the person responsible for HRM has previous experience in similar positions are greater adopters of HRM practices. Finally, SMEs which cooperate with other organizations are more likely to implement HRM practices.     

Identifying the Communication,Behaviors, and Interaction Patterns of Agency-Client Relationships in Development and Decline

Abstract

Leichty and Springston (1993) suggest that “if the relationship management metaphor is to be taken seriously, we need to develop a theory of how relationships between organizations and publics develop, change, and are maintained” (p. 334). The current investigation is a response to that challenge by suggesting a theoretical grounding, drawn from Knapp and Vangelisti's (1996) interaction stages research, for describing how agency-client relationships are initiated, developed, maintained, and deteriorate. The research was conducted with 25 account executives of a medium-sized mid-western public relations agency. The participants provided examples of communication, behaviors, and interaction patterns that are experienced when agencies and clients initiate, develop, maintain, deteriorate, and terminate relationships. A total of five phases of organization-public relationship development and five phases of organization-public relationship decline are reported. The paper concludes with a discussion of the role that relationship management should play in the study and practice of public relations.     

Competitive by design

This paper is concerned with the role of design in the competitiveness of manufacturing companies and reports on design management in commercially successful firms. The findings are based on a survey of design policies and practices in over one hundred British and foreign companies from several industries, ranging from furniture to electronics. The paper shows that while in theory design plays a key role in competition, influencing both “price” and “non‐price” factors, in practice many managers do not give design high priority in company strategy and product development. The commercially most successful firms were those that not only invested resources in design and managed it effectively, but had other strengths, for example in marketing and manufacturing.     

Realising competitive advantage through HRM in New Zealand service industries

An emerging source of competitive advantage for service industries is the knowledge, skills and attitudes of their employees. Indeed, achievement of a ‘service quality’ culture, considered imperative for competitive advantage in service organisations, supposedly results from the use of best practice human resource management (HRM), and from a strategic approach to their implementation. This paper empirically explores the use of these dimensions of HRM as a source of competitive advantage. It finds high-performing service organisations actively engage best practices across the areas of recruitment and selection, training and development, communication and team working. Evidence of a strategic approach to the implementation of these practices is also found.     

Total Quality Management

Abstract

This paper addresses the application of Total Quality Management (TQM) to improve the level of service quality being provided by organizations today. A model is presented that identifies tasks a service firm should complete in adapting a TQM approach to continuous quality improvement. Implications and recommendations are also examined regarding the application of TQM to service organizations.     

Midstream value creation in social marketing

ABSTRACT

The purpose of this study is to develop improved understanding of how value is created at the midstream (meso) level in a collaborative smoke-free homes and cars social marketing programme. The study adopts a qualitative approach including interviews and observation. The findings show that the co-creative organisational model adopted for the Smokefree programme affords access to resources and capabilities of midstream actors and provides opportunities for reshaping and mobilising existing value networks. The focal organisation has a key role in coordinating, connecting actors and providing resources to facilitate value co-creation at the network level. The study illustrates that the service interaction allowed for customer-centred cues for action which took into account their context and the existence/lack of resources for value creation. The implications of this study are discussed, in particular, in terms of the role of focal organisations in managing value networks, the social context, configurational fit and resources of actors involved in community-based social marketing and the need for policies and practices to provide health professionals with role support for health promotion.     

Human Resource Management in a Compartmentalized World: Whither Moral Agency?

This article examines the potential for moral agency in human resource management practice. It draws on an ethnographic study of human resource managers in a global organization to provide a theorized account of situated moral agency. This account suggests that within contemporary organizations, institutional structures??particularly the structures of Anglo-American market capitalism??threaten and constrain the capacity of HR managers to exercise moral agency and hence engage in ethical behaviour. The contextualized explanation of HR management action directly addresses the question of whether HRM is inherently unethical. The discussion draws on MacIntyre??s (Philosophy 74:311?C329, 1999, After Virtue: A Study in Moral Theory, Duckworth, 2000) conceptualization of moral agency within contemporary social structures. In practice, HR managers embody roles that may not be wholly compartmentalized. Alternative institutional structures can provide HR managers with a vocabulary of motives for people-centred HRM and widen the scope for the exercising of moral agency, when enacted within reflective relational spaces that provide milieus for critical questioning of logics and values. This article aims to contribute to and extend debate on whether HRM can ever be ethical, and provide a means of reconnecting business ethics with longstanding concerns in critical management studies.     

Indian and British personnel specialists' understanding of the dynamics of their function: an empirical study

This paper highlights the need for cross-national HRM comparisons from a cognitive perspective. It examines the perceptions of top Indian and British personnel specialists regarding their function. The influence of national culture, national institutions and dynamic business environment on HRM is evaluated. An interview based “visual cards sorting” technique is used to tap the comparative thinking of respondents. The research was conducted in 48 manufacturing (24 Indian and 24 British) firms. The sample firms were closely matched on a number of control variables. A number of differences and similarities were found in the thinking of Indian and British managers regarding their HRM functions. The impact of certain dimensions of national culture, different national institutions and some aspects of competitive business environment on Indian and British HRM practices and policies helps to highlight the context specific nature of HRM function. The findings of the study have both research and practical implications. The analysis opens avenues for future research.     

The community brand paradigm: A response to brand management's dilemma in the digital era

Abstract

The consumer adoption of digital media has warranted much attention over the last decade. However, relatively little has been written about how digital media has impacted upon brand management perspectives and practices. The digital era has resulted in changes in how consumers interact with brands and each other, and this shift in behaviour requires a reappraisal of how brands should be managed. The current relational paradigm is no longer sufficient. Therefore this conceptual paper calls for brand management to develop and embody a deeper understanding of this shift by adopting a revised paradigm. Current brand management issues not addressed by the relational paradigm are outlined, the new community paradigm follows, and examples of community paradigm practice are provided as a guide for brand management.