Strategic human resource management in department stores: An historical perspective

Miller, Dale

doi:10.1016/j.jretconser.2005.08.012

Cited by 31 publications

(27 citation statements)

References 18 publications

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“…Reducing role ambiguity during the early employment stage can be a determinant in an employee's attachment to the organization (Johnston et al, 1990). Because of the energetic nature of Gen Y employees (Miller, 2005), job characteristics should mediate the relationship between role ambiguity and job outcomes. Hence, when Gen Y employees experience the stress and tension caused by role ambiguity, the following negative relationships are expected: H 2a .…”

Section: Role Ambiguitymentioning

confidence: 99%

Generation Y employees' retail work experience: The mediating effect of job characteristics

Kim

Knight

Crutsinger

2009

Journal of Business Research

126

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Section: Role Ambiguitymentioning

confidence: 99%

Generation Y employees' retail work experience: The mediating effect of job characteristics

Kim

Knight

Crutsinger

2009

Journal of Business Research

126

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“…It has been identified in prior studies as a critical success factor in the service and retail industries (McLean 2006;Miller 2006) in which business format franchising is a widely used business model (Combs and Ketchen 2003;Welsh et al 2006). Recent research Castrogiovanni and Kidwell 2010;Grünhagen et al 2013) has noted the critical contributions of HRM policies in a franchising context, both at the unit and the system level.…”

Section: Introductionmentioning

confidence: 99%

Best fit, best practice, or stuck in the middle? The impact of unit ownership on unit HR performance in franchise systems

2015

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Franchising is an important form of entrepreneurial wealth creation in many retailing and service industries. Since Human Resource Management (HRM) is a critical factor in such industries, it is important to understand how franchisees-as semi-autonomous entrepreneurs-deal with HRM in their units and how this ultimately affects performance at the unit level. However, the very few studies linking franchisee HRM behaviors to performance have not included multi-unit franchising (MUF) as a type of unit ownership. Given the ever-increasing popularity of MUF and the unique characteristics of MUFs, this represents an important knowledge gap. We aim to fill this gap by building a theoretical framework on how the type of unit ownership affects unit HR performance within franchise systems. Building on agency, resource and entrepreneurship perspectives, we propose that units owned by single-unit franchisees (SUFs) and small MUFs (i.e., franchisees with a very small number of units) adopt a 'best fit' system regarding HRM, whereas company-owned units (COs) and units owned by larger MUFs (i.e., franchisees with a large number of units) typically adopt a 'best practice' system. Each system has its own advantages and disadvantages, which results in two contrasting propositions regarding their effects on unit performance. Moreover, we expect the units owned by medium-size MUFs to have the lowest performance since they are 'stuck in the middle' regarding their HRM system.

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“…Human resource management (HRM) practices of retailers have not been the subject of extensive academic research (Marchington, 1996;Miller, 2006). This is unfortunate, as effective and efficient HRM practices are important for the success of retailers of any size (Arrowsmith and McGoldrick, 1996).…”

Section: Introductionmentioning

confidence: 99%

“…This is unfortunate, as effective and efficient HRM practices are important for the success of retailers of any size (Arrowsmith and McGoldrick, 1996). Due to the multi-faceted nature of large-scale retailing, human resource (HR) managers in large retail chains in particular face a number of formidable challenges, as they have to manage an often quite diverse workforce spread across many retail roles, functions and locations (Miller, 2006).…”

Section: Introductionmentioning

confidence: 99%

Making working in retailing interesting: A study of human resource management practices in Danish grocery retail chains

Esbjerg

Buck

Grunert

2010

Journal of Retailing and Consumer Services

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Strategic human resource management in department stores: An historical perspective

Cited by 31 publications

References 18 publications

Generation Y employees' retail work experience: The mediating effect of job characteristics

Generation Y employees' retail work experience: The mediating effect of job characteristics

Best fit, best practice, or stuck in the middle? The impact of unit ownership on unit HR performance in franchise systems

Making working in retailing interesting: A study of human resource management practices in Danish grocery retail chains

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