Service quality and human resource management

Redman, Tom; Mathews, Brian P.

doi:10.1108/00483489810368558

Cited by 85 publications

(79 citation statements)

References 78 publications

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“…Functional flexibility* Costigan (1995), Bou & Beltran (2005), de Treville & Antonakis (2006), Redman and Mathews (1998) 10% or more of the core occupational group are formally trained to be able to do jobs other than their own. Birdi et al (2008), Forza (1996, MacDuffie (1995) 80% or more of the core occupational group work in formally designated teams.…”

Section: Hrm -High Involvement Management Practicesmentioning

confidence: 99%

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Quality management, job-related contentment and performance

Menezes

Wood

2015

Evidence-Based HRM: A Global Forum for Empirical Scholarship

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This is the accepted version of the paper.This version of the publication may differ from the final published version. Purpose -This article investigates whether a quality management philosophy underlies the joint use of operations and human resource management practices, and the relationships with job-related contentment and performance. Permanent repository linkDesign/ methodology/approach -Data from an economy-wide survey is used to test hypotheses via latent variable analyses (latent trait and latent class models) and structural equation models. The sensitivity of each path is then assessed using regression models.Findings -Different elements rather than a unified philosophy are identified. A managerial approach that integrates total quality management and just-in-time procedures is rare, but is associated with the quality of the product or service delivered. Labor productivity and quality are independent of the level of job-related contentment in the workplace. Although the average workforce is content, high involvement management and motivational support practices are associated with job anxiety. On the positive side, job enrichment is linked to labor productivity, thus suggesting potential gains through job design.Originality/value -The study adds evidence from a national sample about a comprehensive range of management practices, and suggests distinct outcomes from different elements of quality management. Additionally, it shows that performance expectations based on previous studies may not hold in large nationwide heterogeneous samples.

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Section: Hrm -High Involvement Management Practicesmentioning

confidence: 99%

“…Appelbaum et al (2000), Bou & Beltran (2005), Bowen & Lawler (1992), Redman & Mathews (1998) 80% or more of non-managerial employees are eligible for share ownership, or have received profit-related or performance-related pay over the past 12 months.…”

Section: Hrm -Motivational Support Practicesmentioning

confidence: 99%

Quality management, job-related contentment and performance

Menezes

Wood

2015

Evidence-Based HRM: A Global Forum for Empirical Scholarship

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“…Hospitality researchers such as Haynes and Fryer (2000) assert the use of a case study methodology is appropriate where researchers seek a richer understanding of the key issues and dynamics involved in a specific context. In particular, Redman and Mathews (1998) note case study research is of particular value in deepening our understanding of the relationship between service quality and human resource management functions such as training. Whilst there is no precise guide as to the number of cases to be included in a study, some authorities on case study design have endeavoured to recommend a range within which the number of cases for any research should fall (Perry, 1998).…”

Section: Methodsologymentioning

confidence: 99%

Training and Service Quality—A Case Study Analysis of Regional Australian Restaurants

Cairncross

Wilde

Hutchinson

2008

Tourism and Hospitality Planning & Development

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The incorporation of training procedures, both formal and informal, within hospitality firms is recognised as a vital element in achieving sustainable perceived service quality. Yet, despite this importance, relatively little is known about the extent, nature and determinants of training in hospitality firms in regional Australia. Restaurants in particular have proven hard to analyse because many are what the Australian Bureau of Statistics calls micro-businesses who employ less than five staff, or are small businesses with five to twenty employees, and have little in the way of training resources and expertise in the area. An examination of six restaurants in Northern New South Wales identified that medium sized boutique operations owned and managed by operators with a passion for fine food and service had training policies that were more extensive than larger organisations such as resorts even though the latter often had a higher star rating. It was apparent that organisational size and resources had more of an effect on the adoption of formal training strategies such as induction and the establishment and provision of a formal training manual.

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“…Among consumer satisfaction theories, some authors including Parasuraman and his colleagues identify service quality as the gap between service perceptions and consumer expectations (Vinagre and Neves, 2008). Accordingly, perceived service quality, termed "true quality" by Kordupleski (Redman and Mathews, 1998), is the discrepancy level which emerges as the result of the comparison made between normative expectations related to what should happen and perceptions related to what actually happened (Kelley and Turley, 2001;Sureshchandar et al, 2001). In other words, service quality focuses on meeting needs and requirements and the degree to which the service provided meets customer expectations (Lewis et al, 1994).…”

Section: Service Quality In Antalyamentioning

confidence: 99%

How do international tourists perceive hotel quality?

Dörtyol

Varinli

Kitapçı

2014

International Journal of Contemporary Hospitality Management

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Purpose – The aim of this paper is to identify tourists' perceptions of services provided by hotels in Antalya/Turkey and to explore hotel service quality dimensions. Specifically, the objectives are as follows: to identify the dimensions of hotel service quality, and to determine the relative impact of those dimensions on customer satisfaction levels, on customer value and on customers' intentions to recommend or revisit a hotel. Design/methodology/approach – The present study uses the framework which originally appeared in Juwaheer's study investigating international tourists' perceptions of hotels in Mauritius. In this framework ten hotel service quality dimensions were defined by factor analysis and then the most important dimensions for each component were determined using stepwise regression analysis. Findings – Of the ten hotel service quality dimensions, “tangibles” and “food quality and reliability” influence the customer satisfaction level the most. Customer value is explained by five dimensions which generate 37.8 percent of the variance. “Hotel employees and problem solving”, “transportation”, “food quality and reliability”, “climate and hygiene”, “level of price”, “tangibles”, “interaction with Turkish culture” and “friendly, courteous and helpful employees” are the main dimensions which affect whether a guest will recommend a hotel. “Tangibles”, “interaction with Turkish culture”, and “level of price” are seen as the most influential dimensions in terms of customers' intentions to revisit a hotel. Research limitations/implications – The basic limitation of the study is the unexplained variance, which is the result of the regression analysis. Therefore, future research should aim to determine the factors explaining that variance. Practical implications – In light of these findings, hotel managers in Antalya can better understand their guests' priorities and consequently, they can arrange their service encounter process accordingly to fulfill these priorities. Originality/value – This study presents potentially valuable information for hotel managers in Antalya with regards to understanding customer value and satisfaction, which are the key elements in terms of guests revisiting a hotel and recommending it to others. As providing an opportunity for a comparative study of service quality searches, this study contributes to the field.

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Service quality and human resource management

Cited by 85 publications

References 78 publications

Quality management, job-related contentment and performance

Quality management, job-related contentment and performance

Training and Service Quality—A Case Study Analysis of Regional Australian Restaurants

How do international tourists perceive hotel quality?

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