In contrast to prior studies examining only piecemeal aspects of employee attributes (i.e., physical attractiveness, displayed emotion, or helpfulness), the present research adopts an encompassing approach and considers these attributes simultaneously. These three attributes were selected as they represent the physical, emotional, and motivational aspects of the employee, respectively. This holistic approach provides an understanding of how these three dimensions of employee attributes exert differential effects and interact with one another on customer satisfaction. In order to validate the proposed framework and hypotheses, the authors conducted an experiment as well as a survey in an actual retail setting. Results show that even though all three employee attributes lead to customer satisfaction, employee helpfulness has the strongest impact. In addition, employees' displayed emotion interacts with their physical attractiveness and helpfulness, respectively, to influence customer satisfaction. These findings not only contribute to the literature, but also have managerial implications for high-contact services. C 2013 Wiley Periodicals, Inc.

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -Human resources information systems (HRIS) are becoming increasingly important in helping modern organizations manage their human assets effectively. Yet, HRIS adoption remains an under-researched phenomenon. The purpose of this paper to isolate the factors that influence the organizational adoption of HRIS in public sector organizations. Design/methodology/approach -Adopting the technology-organization-environment model as an analytical framework, the paper draws on qualitative evidence from 16 interviews across 11 Australian public sector organizations. Findings -The authors find that champions in public sector organizations should demonstrate HRIS benefits before their adoption can succeed. With standardization trends adopted by HRIS vendors, complete organizational fit between adopted HRIS and business processes may be elusive for adopters suggesting that post-adoption vendor support must be negotiated if costly customizations are to be minimized. In addition to various organizational factors, including management commitment and human capability, the authors also find that broader environmental factors including regulatory compliance can have a deep impact on the success of HRIS adoption by creating urgency in adoption intentions. Originality/value -There is paucity of research concerning HRIS adoption in the public sector which presents unique challenges due to its idiosyncrasies. This paper contributes to the existing body knowledge by investigating the role of technological, organizational, and environmental factors and their interactions. It provides an improved understanding of the challenges related to HRIS adoption in public sector organizations.

Purpose-This study provides an understanding of how the participation of vulnerable customers in the co-creation of health care provision influences their individual well-being outcomes. Using self-determination theory, it demonstrates that co-creation at the point of care and at an organisational or system level impacts individual hedonic and eudaimonic well-being.Design/methodology/approach-A qualitative approach is adopted to identify the various customer well-being outcomes. Two case studies of health care organisations, comprising ten in-depth interviews and eight focus groups, as well as documents and noted observations are used for thematic analysis.Findings-The study demonstrates ways in which vulnerable customers integrate resources to co-create value outcomes. It shows how differing co-creative role of customers with mental illness lead to different customer well-being outcomes. These roles manifest not only the hedonic well-being characteristics of pleasure and happiness but also eudaimonic well-being, which provides a sense of achievement and purpose to customers. The study used selfdetermination theory to identify different forms of eudaimonic well-being derived from the cocreation roles of co-producer, strategic partner and citizen.Originality/value-The co-creation and transformative service literature is extended by demonstrating that a feeling of self-efficacy and self-determination due to value co-creation foster customer well-being. This study demonstrates that co-creation at the point of care and at an organisational or system level impacts individual hedonic and eudaimonic well-being.

Health care customers are demanding a more active role in the provision and development of health care services, a position supported by government health care policy in Australia. However, many health care organisations lack an understanding of the capabilities required to respond to this increased participation from customers. This study applies dynamic capability theory through a lens of co-creation to identify organisational capabilities that support customer participation in health care service innovations. A qualitative approach using convergent interviews with health care CEOs and senior managers was undertaken. As a result, four categories of organisational capabilities were identified: customer activation, organisational activation, interaction capabilities, and learning agility. Despite acknowledging the need for these capabilities, most health care organisations perceived they had not developed the required skills and resources. This study provides an insight into the organisational capabilities managers seek to improve their customer participation in health care service innovation.

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