Singapore Airlines: Managing Human Resources for Costeffective Service Excellence

A service organization differs from a manufacturing industry in several ways. Most importantly, the sale, production, and consumption take place almost simultaneously. Over 90 per cent of relevant activities is beyond the immediate influence of management. Effective human resources management becomes the key to building excellence in service organizations. Based on his experience with the Taj Group of Hotels, Mahesh identifies eight human resources management factors as crucial for any organization striving for service excellence.

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Singapore Airlines: Managing Human Resources for Cost-Effective Service Excellence

10.1142/9781944659806_0026 ◽

2021 ◽

pp. 580-588

Author(s):

Jochen Wirtz ◽

Loizos Heracleous

Keyword(s):

Human Resources ◽

Cost Effective ◽

Service Excellence ◽

Effective Service

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KERJA SAMA DI ANTARA SDM PERPUSTAKAAN UNTUK MENUJU LAYANAN PRIMA DAN UNGGUL

Jurnal Pustaka Ilmiah ◽

10.20961/jpi.v2i1.33132 ◽

2019 ◽

Vol 2 (1) ◽

pp. 102

Author(s):

Endang Fatmawati

Keyword(s):

Human Resources ◽

Social Relations ◽

Team Work ◽

Service Excellence

<p>Internal problems among the human resources in each library must exist. To achieve service excellence and superior library requires cooperation. Cooperation among individuals there is a need of every library. Solid team work is the key to success in managing the library. The practice of cooperation among individuals in the library can be assessed based on aspects of social relations and the exchange of knowledge.</p><p>Keywords: team work, cooperation, human resources, library</p>

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Managing human resources for service excellence and cost effectiveness at Singapore Airlines

Strategic Direction ◽

10.1108/sd.2008.05624gad.002 ◽

2008 ◽

Vol 24 (7) ◽

Author(s):

J. Wirtz

Keyword(s):

Cost Effectiveness ◽

Human Resources ◽

Service Excellence

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Fortis: Restructuring Service Excellence Training in Indian Healthcare Industry

Global Business Review ◽

10.1177/0972150920929196 ◽

2020 ◽

pp. 097215092092919

Author(s):

Sunil Omanwar ◽

Devjani Chatterjee

Keyword(s):

Organizational Change ◽

Human Resources ◽

Change Process ◽

Healthcare Industry ◽

Learning And Development ◽

Organizational Growth ◽

Service Excellence ◽

The People ◽

Training Modules ◽

Development Manager

Sam Jones joined as the learning and development manager at Fortis Healthcare Limited in August, 2014. He finds himself in a bind when he observes that the people systems were lagging and unable to cope with the rapid organizational growth; affecting the delivery of service. Substantial setback was the ambiguity of training modules creating a hurdle for service excellence. Processes were vague and complex with duplication in training modules. Forty-two training modules were there across all units but being used with different names in different units, some of which had overlapping content under different module names leading to underutilization of time, money and human resources and lacking optimization. This particular case addresses the need of managing organizational change to restructure service excellence training. The case exposes the readers to the dilemma about how to implement the change process, how to convince the employees about the change that is required and in which direction to start with?

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