tudies of High Commitment Management (HCM) or what the Americans term High Performing Work Systems (HPWS) have, in the main, been undertaken through large scale survey data of a whole sector, often the manufacturing sector, or across a number of sectors. The service sector may, however, prove a fertile ground for studies seeking to trace the effect of the adoption of particular sets of HR practices on the performance of the business. Service employees, especially those on the `front lineâ , are likely to be critical to the performance of the business: their work is people oriented, rarely completely routinised, sensitive to changes in the internal and external environment and strategically important because they span the organisation/public interface (Frenkel et al, 1999). There is likely to be a direct connection between levels of employee performance, especially commitment, with standards of customer service which may lead to increased levels of customer satisfaction and retention and improved cost management (Peccei and Rosenthal, 1997; Schneider and Bowen, 1993; Schlesinger and Heskett, 1991). One difÂ® culty of undertaking research in the service sector has been a lack of performance data. It is hard to gain access to the sort of data typically
Human Resource Management Journal – Wiley
Published: Jan 1, 2000
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