STRATEGIC HUMAN RESOURCE MANAGEMENT IN SERVICE CONTEXT: TAKING CARE OF BUSINESS BY TAKING CARE OF EMPLOYEES AND CUSTOMERS

By Chih-Hsun Chuang, Hui Liao. 2010

593 citations recorded by the source corpus.

Subfields: Management Information Systems, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/217d3b68cc7d108c062eb94fe055ea256f092701

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In Management Information Systems

In Organizational Behavior and Human Resource Management

Citations in the corpus

A High Performance Work Practices Taxonomy (2013, background): “Chuang and Liao (2010) found that a climate that demonstrates concern for employees mediated the effectiveness of HPWPs practices on employee helping behavior.”
Human Resource Systems and Helping in Organizations: A Relational Perspective (2011, background): “Although some have recently turned in this direction by investigating HR systems links with a " concern for employees " climate (Chuang & Liao, 2010; Takeuchi et al., 2009), the focus still has not been on inherently relational behaviors like helping.”
Ethical work climate, employee commitment and proactive customer service performance: Test of the mediating effects of organizational politics (2017, background): “Fourth, recent studies of employee discretionary behavior have extended beyond in-role service-oriented behavior (Chuang and Liao, 2010; Bowen, 2016).”
High-Performance Work Systems and Job Control (2013, background): “…be utilized to reduce turnover, increase productivity, enhance customer service, and ultimately enhance firm performance (Cappelli & Neumark, 2001; Chuang & Liao, 2010; Datta et al., 2005; Delaney & Huselid, 1996; Delery & Doty, 1996; Guthrie, 2001; Huselid, 1995; Huselid & Day, 1991; Liao et…”
Examining the Intermediate Role of Employee Abilities, Motivation and Opportunities to Participate in the Relationship between HR Bundles and Employee Performance (2018, background): “Many of these studies (e.g. Butts et al., 2009; Chuang and Liao, 2010) consider employee performance as the dependent variable, since this is a key proximal outcome reflecting behaviors that are under employees’ control and that help to achieve organizational goals.”
Enhancing emotional performance and customer service through human resources practices: A systems perspective ☆ (2016, unknown): “Related to customer service, Chuang and Liao (2010) found that the es-tablishmentofahigh-performanceworksystemresultedingreaterconcernforcustomers,greaterserviceperformance,andultimate-ly improved market performance.”
A Service Climate Synthesis and Future Research Agenda (2014, methodology): “…service climate, as shown in Figure 1, does not directly yield customer experiences; it is employee behavior, particularly in the form of customer-focused OCBs, not just generic OCBs (Chuang and Liao 2010; Macey and Schneider 2005) but OCBs regarding service behaviors that customers experience.”
How Does Human Resource Management Influence Organizational Outcomes? A Meta-analytic Investigation of Mediating Mechanisms (2012, background): “APPENDIX Coding of Studies Included in the Meta-analysis Study SkillEnhancing HR Practices MotivationEnhancing HR Practices OpportunityEnhancing HR Practices Human Capital Employee Motivation Turnover Operational Outcomes Financial Outcomes Ahmad and Schroeder (2003) Selective hiring, extensive trai”
Delighting the Customer: Creativity-Oriented High-Performance Work Systems, Frontline Employee Creative Performance, and Customer Satisfaction (2019, background): “Given the criticality of frontline employees (FLEs) in the implementation of a service excellence strategy, much research effort has been invested in understanding the motivational basis of FLEs’ service delivery behaviors (Chuang & Liao, 2010; Hong, Liao, Hu, & Jiang, 2013).”
Extending Corporate Social Responsibility Research to the Human Resource Management and Organizational Behavior Domains: A Look to the Future (2013, background): “The strategic HR management literature suggests that individual perceptions are a key intermediate mechanism linking HR policies and employee subsequent attitudes and behavior (e.g., Chuang & Liao, 2010).”