
Contents
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21.1 Introduction 21.1 Introduction
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21.2 Alternative Models of Human Resource Management 21.2 Alternative Models of Human Resource Management
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21.2.1 Industrial Relations Approaches 21.2.1 Industrial Relations Approaches
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21.2.2 Services Management 21.2.2 Services Management
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21.3 When is Service Management a Core Competency? 21.3 When is Service Management a Core Competency?
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21.4 Real World Trends: Why ‘Service Stinks’ 21.4 Real World Trends: Why ‘Service Stinks’
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21.4.1 Customer Segmentation and Human Resource Management 21.4.1 Customer Segmentation and Human Resource Management
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21.5 Conclusion 21.5 Conclusion
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References References
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21 Service Strategies: Marketing, Operations, and Human Resource Practices
Get accessRosemary Batt is Professor of Women and Work at the New York State School of Industrial and Labor Relations, Cornell University. Her research ranges across high-performance work systems, unions, international and comparative workplace studies, technology, and work and family issues, and her publications include The New American Workplace: Transforming Work Systems in the U.S. (ILR Press, Cornell) with Eileen Appelbaum.
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Published:02 September 2009
Cite
Abstract
This article first reviews the alternative theoretical approaches to human resource management that have been developed in the academic literature and discusses why these need to incorporate conceptual advances from services' marketing and operations management. Here, it also discusses the evidence regarding what strategies lead to better service and sales, under what conditions, and why. It then examines alternative organizational models that rely on outsourcing and supply chain management for customer service and sales and the arguments for and against these approaches. The next section reviews real world trends: what strategies are companies actually pursuing and what are the results for consumers and employees? The article closes with conclusions about the future direction of service management strategies and the role of HRM in them.
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