Strategic segmentation in front-line services: matching customers, employees and human resource systems

By Rosemary Batt. 2000

263 citations recorded by the source corpus.

Subfields: Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/5a2dd205c605515d2b9bf896cd93f55a618236f1

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In Sociology and Political Science

Citations in the corpus

Exploring the conditions under which salesperson work satisfaction can lead to customer satisfaction (2005, background): “More specifically, the more important a product/service is for the customer, the more intense the interaction between the customer and the employees of the company providing this product/service will be (e.g., Batt, 2000).”
Divided Workers (2004, background): “The growing segmentation of the labour force is now associated with increasing inequality in rewards and conditions, particularly in the expanding service sector (Allen and Henry, 1996; Batt, 2000; Frenkel, forthcoming; Kang, 2002).”
Linking rewards to commitment: an empirical investigation of four UK call centres (2007, background): “Most are labelled as ‘electronic sweatshops’ (Garson, 1988 ), and are often criticized for the ‘low-cost HR practices’ experienced in these call centres (Batt, 2000 ), although alternative strategies referred to as ‘high-involvement practices’, which characterise a minority of transactions, also e”
Work design influences: A synthesis of multilevel factors that affect the design of jobs (2017, background): “Studies show that strategy and HR practices often occur together in a manner consistent with SHRM theory to at least some degree in manufacturing (Arthur, 1992) and service organizations (Batt, 2000; Hunter, 2000).”
The relationship between ‘high-performance work practices’ and employee attitudes: an investigation of additive and interaction effects (2007, background): “For example, firms facing tight labour markets and/or employing highly-skilled professional workers in differentiated service markets may have much to gain from investing in HPWSs in order to protect their human capital investments (Batt, 2000; Boxall, 2003).”
Phoning in sick? An overview of employee stress in call centres (2003, background): “Tayloristic job designs mean that less skilled, cheaper labour can be employed and that fewer resources can be devoted to recruiting, training, and developing employees (Batt, 2000; Holman, 2003).”
Strategic human resource management: The evolution of the field (2009, background): “Batt (2000) initiated an examination of the context as an important contingency and argued that the relationship between the front-line employees and customers is what distinguishes service sector from manufacturing operations.”
The gender diversity–performance relationship in services and manufacturing organizations (2011, background): “Moreover, the simultaneous production and consumption of services means that services operations have a lot more customer involvement than manufacturing operations (Batt 2000).”
Perceived Labor Productivity in Small Firms—The Effects of High–Performance Work Systems and Group Culture through Employee Retention (2012, background): “Although the link between HPWS and lower turnover has been established in previously published research (e.g. Batt, 2000; Way, 2002), the relationship between retention and greater labor productivity in the context of smaller firms is an important link that remains unexplored.”
HR Strategy and competitive advantage in the service sector (2003, background): “Batt (2000), for example, analyses four segments in call-centre work in the US telecommunications industry.”
Organisational and psychological empowerment in the HRM‐performance linkage (2011, background): “In part this dearth of empirical work in services can be explicated by higher organisational and occupational heterogeneity in comparison to manufacturing (Batt, 2000).”
HOW MUCH DO HIGH-PERFORMANCE WORK PRACTICES MATTER? A META-ANALYSIS OF THEIR EFFECTS ON ORGANIZATIONAL PERFORMANCE (2006, background): “Finally, Batt (2000) shows greater gains from HPWPs among employees working with higher valued-added customers.”