Quality management and HRM in the service industry: some case study evidence

Abstract

Considers management views on the operation of quality management (QM) strategies in two service sector organizations, financial services and hotel and catering – based on open‐ended interviews with managerial staff. Considers 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 demar‐ cations. QM does not necessarily involve these latter trends. However, a thoroughgoing management commitment to empowering employees to take greater responsibility for problem solving and decision making will tend to go together with at least some reduction in organizational hierarchy.

Citation

Rees, C. (1995), "Quality management and HRM in the service industry: some case study evidence", Employee Relations, Vol. 17 No. 3, pp. 99-109. https://doi.org/10.1108/01425459510086938