scholarly journals Perspectives of the services provided by the human resource function

1993 ◽  
Vol 24 (2) ◽  
pp. 56-65
Author(s):  
Jay Owens ◽  
Joan Van Der Merwe
Keyword(s):  
Service Quality ◽  
Human Resource ◽  
Scale Model ◽  
First Line ◽  
Line Managers ◽  
Perceived Service Quality ◽  
Starting Point ◽  
Stratified Sample ◽  
Organizational Perceptions ◽  
Resource Function

The aim of the research was to study organizational perceptions of the quality of service rendered by human resource directors. In this article we focus on the service of equipping first-line managers for their human resource function. Key abilities and skills required by first-line managers were identified in the literature and verified in eight interviews. These were included in the questionnaire to focus the thinking of respondents. Forty questionnaires were received from a stratified sample of directors and managers of ten organizations. Respondents were requested to rate the service quality attributes as defined by Parasuraman, Zeithaml Berry in terms of the service provided by the human resource function. Rated service quality determinants were modelled on Thurstone's Case V Scale Model, yielding a unidimensional interval scale from comparative judgements. Measurement of the perceived service quality was a starting point in defining deficiencies in the service orientation of the human resource function.

scholarly journals Service quality in higher education: Study of Turkish students in Malaysian universities

2014 ◽  
Vol 1 (3) ◽  
pp. 1-9 ◽  
Author(s):  
Amran Md Rasli ◽  
Mansoor Ahmed Bhatti ◽  
Nadhirah Norhalim ◽  
Tan Owee Kowang
Keyword(s):  
Higher Education ◽  
Service Quality ◽  
Higher Education Institutions ◽  
Quality Measurement ◽  
Gap Model ◽  
Perceived Service Quality ◽  
Education Study ◽  
Stratified Sample ◽  
The Difference ◽  
Quality In Higher Education

The Article attempts to analyze service quality in higher education institutions of Malaysia. The study used the Gap Model presented by Parasuraman et al. (1985, 1988) to identify the difference between expected quality and perceived quality in higher education institutions of Malaysia. The study focused to identify gaps of Turkish students in Malaysian universities Five basic dimensions of service quality measured through SERVQUAL (Instrument for service quality measurement). These dimensions are tangibles, reliability, responsiveness, assurance, and empathy. A stratified sample of 41 Turkish students has been selected from top five public universities in Malaysia. Results showed a negative service quality gap in higher education institutions of Malaysia from Turkish students’ perception which indicated perceived service quality is below than expectations of Turkish students in Malaysian universities.

Service quality and human resource practices: a theme park case study

2003 ◽  
Vol 15 (2) ◽  
pp. 116-119 ◽  
Author(s):  
Jeffrey Hickman ◽  
Karl J. Mayer
Keyword(s):  
Service Quality ◽  
Human Resource ◽  
Theme Park ◽  
Human Resource Practices ◽  
Case Study Approach ◽  
Study Approach ◽  
Human Resource Policies ◽  
Hospitality Firms ◽  
Resource Function

This article uses a case study approach to examine how human resource practices affect the delivery of guest services at a large theme park. The theme park uses a four‐pronged approach in managing its human resource function to ensure that service quality standards are maintained. Other hospitality firms can compare their human resource policies to those outlined in this article to guide their own efforts.

scholarly journals Explaining Effective HRM Implementation: A Middle Versus First-Line Management Perspective

2018 ◽  
Vol 47 (2) ◽  
pp. 144-174 ◽  
Author(s):  
Sophie Op de Beeck ◽  
Jan Wynen ◽  
Annie Hondeghem
Keyword(s):  
Human Resource ◽  
Organizational Support ◽  
Autonomous Motivation ◽  
First Line ◽  
Line Managers ◽  
Implementation Effectiveness ◽  
Organizational Conditions ◽  
Government Organizations ◽  
Underlying Mechanisms ◽  
Hr Role

In this article, we explore one of the key underlying mechanisms that mediates the human resource management (HRM)–performance link, namely, the (effective) HRM implementation by line managers. In particular, the purpose of our study is to compare middle and first-line managers’ experiences of their human resource (HR) role and the factors explaining effective HRM implementation at each managerial level. By employing survey data of two Belgian federal government organizations, we examine the effect of a number of organizational, individual and interpersonal factors on the effectiveness of line managers in HRM implementation. Results indicate that both middle and first-line managers’ HRM implementation effectiveness is related to organizational support, autonomous motivation, and coworker support. For the group of first-line managers, specifically, age and local office position are important in the execution of their HR tasks. For the group of middle managers, however, personnel red tape, length of service, and supervisory experience contribute to their HRM implementation effectiveness. As a result, an organization’s HR department can create the internal organizational conditions necessary to facilitate successful HRM implementation by the line. At the same time, it is worth adapting the approach according to the different managerial levels.

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