HRM service practices: flexibility, quality and employee strategy

Abstract

Reports that the continued need to meet increasingly competitive conditions in service industries has encouraged the development of a more strategic human resource approach in pursuance of the maintenance of quality, service and flexibility goals. Presents an in‐depth case study in the retail sector, specifically examining the company’s approach to the recruitment and retention of older employees. Develops models to demonstrate the linkages between service with the social characteristics of this group of workers and consequent employment implications. Finds that, while senior management perspectives were positive, some degree of ambivalence was expressed in respect of line management views, and while older workers were perceived to be suitable for many types of work, preferred workforce profiles still tended towards traditional core labour sources. Notes that employment characteristics of a softer “qualitative” nature, such as service, motivation and job satisfaction, were seen as assets, and disadvantages relating to more “quantitative” criteria, such as trainability, job flexibility and new technology, were evident but less clearly expressed and might be qualified by appropriate management techniques. Discovers that older employees placed high value on service provision, in comparison to younger employees who were generally more dissatisfied with their jobs and were oriented more towards financial considerations. Utilizes an interview programme and surveys with both line managers and employees to assess the issues involved and to draw out the managerial implications for retail and service

Addressing the implications of global ageing

“…Our current embedded societal perceptions are that age and characteristics are related. North American research (Forte and Hansvick 1999) corroborates UK research (Arrowsmith and McGoldrick 1996) in reporting that while older workers are rated more highly in academic skills, ability to get along with co-workers, willingness to take directions, work ethic, productivity and supervisory skills, younger workers are rated more highly in computer skills, stamina and energy, flexibility, and ability to learn quickly. Older workers are perceived to retain high quality of service, pride in the job, cheerfulness and reliability, while younger workers exhibit so-called quantitative characteristics: fast pace of work, trainability and being adept at handling new technology.…”

Strategic human resource management in department stores: An historical perspective

“…For retailers in firms of any size, managing the staff effectively and efficiently will be a significant determinant of success (Arrowsmith and McGoldrick, 1996). In larger retail firms, the multiplicity of staff are spread across many retail roles and functions, the most obvious of which, to the customer, is that of the salesperson.…”

Being Good Citizens: Understanding a Mediating Mechanism of Organizational Commitment and Social Network Ties in OCBs

“…Note that service-oriented employees have special requirements on factors related to dealing with customers and representing their organization to outsiders (Motowidlo et al, 1990), and their behaviors can ultimately enhance or diminish organizational image (Schneider and Bowen, 1993). Due to higher levels of customer contact in the service industry than for non-service industries (Arrowsmith and McGoldrick, 1996), measurement scales designed for non-service industries in previous research may not be applicable to research in the service industry, suggesting that a further study herein on service-oriented OCBs and their determinants is required.…”