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A study HRM practices on customer orientation behaviour in service sector

Rs. 2,000.00



Introduction:
Human resource management (HRM) practices are being increasingly treated as dependent rather than independent variables. Whereas in the past researchers focused almost exclusively on how changes in HRM practices affect employee performance or satisfaction, researchers are now beginning to ask how organizational conditions shape HRM practices (e.g., design, staffing, performance appraisal, compensation, and training and development). Examples of organizational conditions hypothesized to impact HRM practices include strategy (Hambrick and Snow 1987; Snow and Hrebiniak 1980; Olian and Rynes 1984; Lawler 1984; Hambrick and Mason 1984; Gupta and Govindarajan 1984a, b; and Miller, Kets de Vries and Toulouse 1982), organizational life cycle stage (Kochan and Chalykoff 1987; Kerr 1982, 1985), technological change, union presence, internal labor markets and even whether or not an organization has a personnel department (Osterman 1984; Pfeffer and Cohen 1984; Cohen and Pfeffer 1986). Consistent with this line of research investigating the relationship between organizational conditions and HRM practices, this article focuses on HRM practice in service-based organizations.

The role behavior theory perspective (Naylor, Pritchard and Ilgen 1980) provides useful insights for understanding and explaining inter-organizational differences in HRM practices and consequent organizational behaviors.Application of the perspective is built on two fundamental assumptions:

(1)HRM practices are a primary means for defining, communicating and rewarding desired role behaviors and
(2) Desired role behaviors are a function of organizational characteristics.

To illustrate the research agenda suggested by the role behavior theory perspective, empirical tests of several specific hypotheses about service-based organizations using data collected from 267 companies are presented. These data indicate that a role behavior theory perspective holds promise as an explanation for HRM practices used in service firms. To provide richer detail for the role theory perspective, an example of its application is described in an intensive case study. While providing many implications for practical application, the case study, along with the survey results, reveals that more research is needed to develop and refine understanding of the linkages between organizational conditions, roles, HRM practices and employees' behaviors.

Number of Pages of Project Report: 55
Package Includes: Project Report
Project Format: Document (.doc)

Table of Contents of Project Report:
CHAPTER 1: INTRODUCTION
1.1 OBJECTIVES
CHAPTER 2: RESEARCH METHODOLOGY
RESEARCH DESIGN
DATA SOURCE
SAMPLING UNIT
SAMPLING SIZE
SAMPLING TYPE
TOOLS OF ANALYSIS
CHAPTER 3: DATA ANALYSIS AND INTERPRETATION
FINDINGS
CONCLUSION
SUGGESTIONS
LIMITATIONS
REFERENCES


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