The relationship between HRM practices and service behaviour in South African service organizations

2006 ◽  
Vol 17 (7) ◽  
pp. 1321-1338 ◽  
Author(s):  
Victoria Browning
2020 ◽  
Vol 8 (2) ◽  
Author(s):  
Prevan Moodley ◽  
Francois Rabie

Many gay couples engage in nonmonogamous relationships. Ideas about nonmonogamy have historically been theorised as individual pathology and indicating relational distress. Unlike mixed-sex couples, boundaries for gay couples are often not determined by sexual exclusivity. These relationships are built along a continuum of open and closed, and sexual exclusivity agreements are not restricted to binaries, thus requiring innovation and re-evaluation. Three white South African gay couples were each jointly interviewed about their open relationship, specifically about how this is negotiated. In contrast to research that uses the individual to investigate this topic, this study recruited dyads. The couples recalled the initial endorsement of heteronormative romantic constructions, after which they shifted to psychological restructuring. The dyad, domesticated through the stock image of a white picket fence, moved to a renewed arrangement, protected by “rules” and imperatives. Abbreviated grounded theory strategies led to a core category, “co-creating porous boundaries”, and two themes. First, the couple jointly made heteronormative ideals porous and, second, they reconfigured the relationship through dyadic protection. The overall relationship ideology associated with the white picket fence remained intact despite the micro-innovations through which the original heteronormative patterning was reconfigured.


2021 ◽  
Vol 13 (7) ◽  
pp. 3693
Author(s):  
Youngsam Cho ◽  
Yongduk Choi

This study investigated the relationship between sustainable human resource management (HRM) practices, employee satisfaction, and customer orientation of frontline employees (FLEs) in the hotel industry from the perspective of internal marketing. Specifically, the study focused on three facets of sustainable HRM practices (i.e., training, reward, and benefit) as well as organizational empowerment and communication as FLE-supportive contexts. Although some studies have examined the relationship between HRM practices and customer orientation, they overlooked the importance of service context in facilitating FLE customer orientation. Thus, this study developed a comprehensive framework based on social exchange theory and self-determination theory. The results show that all three facets of the sustainable HRM practices were positively related to FLEs’ satisfaction. FLEs’ satisfaction was also positively related to their customer orientation. Furthermore, both organizational empowerment and communication moderated the relationship between FLEs’ satisfaction and customer orientation, which showed a positive relationship only when FLEs perceived high organizational empowerment or communication. The research findings provide beneficial theoretical and practical implications.


2021 ◽  
pp. 097215092110372
Author(s):  
Satyanarayana Parayitam ◽  
Shaik Mohamed Naina ◽  
Timothy Shea ◽  
Abdul Hameed Syed Mohideen ◽  
Alex Aruldoss

The objective of the present study is to examine the impact of human resource management (HRM) practices on organizational performance. Knowledge management (KM) practices as a moderator in the relationship between HRM practices and organizational performance are studied by developing a conceptual model. Using a structured survey instrument, the data were collected from 979 employees from 10 hospitals in the southern part of India (Tiruchirappalli District of Tamil Nadu). After thoroughly checking the instrument’s measurement properties using the LISREL, hierarchical regression was performed to test the hypotheses. The results support (a) compensation and rewards, performance appraisal and learning culture that are positively and significantly related to organizational performance; (b) recruitment and selection, training and development that are not significantly related to organizational performance; and (c) KM practices that moderate the relationship between (a) training and development and organizational performance, and (b) learning culture and organizational performance. Finally, the implications for HRM and KM are discussed.


2017 ◽  
Vol Volume 113 (Number 1/2) ◽  
Author(s):  
Richard G. Cowden ◽  
◽  

Abstract This study examined the relationship between mental toughness (MT) and self-awareness in a sample of 175 male and 158 female South African tennis athletes (mean age = 29.09 years, s.d. = 14.00). The participants completed the Sport Mental Toughness Questionnaire and the Self-Reflection and Insight Scale to assess MT (confidence, constancy, control) and self-awareness (self-reflection and self-insight) dimensions, respectively. Linear regression indicated that self-insight (β=0.49), but not self-reflection (β=0.02), predicted global MT. Multivariate regression analyses were significant for self-reflection (ηp²=0.11) and self-insight (ηp²=0.24). Self-reflection predicted confidence and constancy (ηp²=0.05 and 0.06, respectively), whereas self-insight predicted all three MT subcomponents (ηp²=0.12 to 0.14). The findings extend prior qualitative research evidence supporting the relevance of self-awareness to the MT of competitive tennis athletes, with self-reflection and insight forming prospective routes through which athletes’ MT may be developed.


2019 ◽  
Vol 235 ◽  
pp. 181-189
Author(s):  
Sarah Rayne ◽  
Kathryn Schnippel ◽  
Surbhi Grover ◽  
Kirstin Fearnhead ◽  
Deirdre Kruger ◽  
...  

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