| Abstract: | While it has long been recognized that the human resource function must take a more customer‐oriented perspective on the design and delivery of HR programs, this view has focused primarily on internal customers. However, external customers can provide important input into HR activities (e.g., job analysis information), they can participate in HR activities (e.g., selection decisions), and they can use HR activities (e.g., receive training). By expanding customer orientation in the HR function to focus explicitly on external customers, a more direct relationship between human resource management and competitive organizational performance can be established. © 1999 John Wiley & Sons, Inc. |
