Quality Management and HRM in the Service Industry: Some Case Study Evidence

Employee Relations, Vol. 17, No. 3, pp. 99-109, 1995

Posted: 25 Apr 2011

See all articles by Chris Rees

Chris Rees

Royal Holloway, University of London

Date Written: April 21, 2011

Abstract

Considers management views on the operation of quality management (QM) strategies in two service sector organizations, one in financial services and the other in hotel & catering. Examines some of the soft/HRM aspects of quality management. Finds that there have been moves towards the more quantifiable measurement of outcomes and tighter management control. Employee empowerment is conceived of as the major defining feature of QM in the two organizations. Both companies have also sought greater flexibility through delayering and through efforts to break down demarcations. QM does not necessarily involve these latter trends. However, management commitment to giving employees greater responsibility for problem solving and decision making will tend to go together with at least some reduction in organizational hierarchy.

Suggested Citation

Rees, Chris, Quality Management and HRM in the Service Industry: Some Case Study Evidence (April 21, 2011). Employee Relations, Vol. 17, No. 3, pp. 99-109, 1995, Available at SSRN: https://ssrn.com/abstract=1817562

Chris Rees (Contact Author)

Royal Holloway, University of London ( email )

HOME PAGE: http://www.easyurl.net/chris.rees

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