competitors’ innovations. It can be noted that customers can perceive differences in the quality of service (Chaoprasert and Elsey‚ 2004). Moreover‚ customers evaluate banks’ performance mainly on the basis of their personal contact and interaction (Gronroos‚ 1990). Defining service quality and its components in a form that is actionable in the workplace is an important endeavor that any business company cannot take lightly. Moreover‚ many scholars agree that service quality can be decomposed into two major
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Manufacturing advantage: Why high-performance work systems pay off. London: Economic Policy Institute: Cornell University Press. Barney‚ J. B. (1991). Firm resources and sustainable competitive advantage. Journal of Management‚ 17‚ 99-120. Becker‚ B. E.‚ & Gerhart‚ B. (1996). The impact of human resource management on organizational performance: progress and prospects. Academy of Management Journal‚ 39‚ 779-801. Boselie‚ P.‚ Dietz‚ G.‚ & Boon‚ C. (2005). Commonalities and contradictions in HRM and performance
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(1984) and Fombrum et al. (1984). Their efforts primarily aimed to explain the role of human resources in improving company performance and to design models of various contextual and HRM elements in establishing the HR-company performance link. In the 1990s the focus of US research shifted to which particular HRM processes and practices‚ and how they are actually integrated‚ add value and contribute to company performance (e.g. Wright and McMahan‚ 1992; Wright et al.‚ 1994; Huselid‚ 1995;
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Strategic Management Journal Strat. Mgmt. J.‚ 22: 777–792 (2001) DOI: 10.1002/smj.170 STRATEGIC REWARD SYSTEMS: A CONTINGENCY MODEL OF PAY SYSTEM DESIGN BRIAN K. BOYD1 and ALAIN SALAMIN2 * 1 2 College of Business‚ Arizona State University‚ Tempe‚ Arizona‚ U.S.A. Ecole des HEC‚ University of Lausanne‚ Lausanne-Dorigny‚ Switzerland‚ and Compensation Development‚ Firmenich SA‚ Meyrin‚ Switzerland A limited number of studies have addressed the idea of ‘strategic’ reward systems—the matching
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& Sons Helen De Cieri‚ Robin Kramar‚ 2007 Jeffrey Pfeffer‚ 1994 “Competitive Advantage through People: Unleashing the power of the workforce.” Harvard Business School Press Jeffrey Pfeffer‚ 1998 Jeffrey Pfeffer and J. F Veiga‚ 1999 “Putting people first for organisational success”‚ Ken Carrig and Patrick M. Wright.‚ 2006 “Building profit through building people: Making your workforce the strongest link in the value-profit chain”‚ K. Sissen‚ 1990 “Introducing the Human Resource Management Journal”
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International Bulletin of Business Administration ISSN: 1451-243X Issue 7 (2010) © EuroJournals‚ Inc. 2010 http://www.eurojournals.com Strategic Human Resource Management (SHRM): A Paradigm Shift for Achieving Sustained Competitive Advantage in Organization Benjamin James Inyang Department of Business Management‚ University of Calabar P.M.B. 1115 Calabar‚ Nigeria E-mail: benji1955.unical@yahoo.co.uk Tel: +234 8033773403 Abstract The human resource of an organization offered the potential synergy
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Pfeffer & Veiga: Putting People First for Organisational Success Introduction In the practice of management‚ managers are attempting to achieve the better business performance‚ by using diverse methods‚ such as outsourcing‚ expansion‚ as well as focusing on research & design and so forth‚ Pfeffer and Veiga (1999) in their article pointed out most managers had overlooked the role of people in the business success. Pfeffer and Veiga (1999) were convinced that people should rank top in the list of
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The Equal Pay Act or EPA was signed by President John F Kennedy on June 10th‚ 1963‚ and it was one the initial anti-discrimination federal laws and the act made it illegal to pay women and men who work in the same organization different salaries (Snow & Snow‚ 2016). Furthermore‚ this act makes it unlawful for employers to differentiate on the basis of sex in payment for jobs that require equal skills‚ responsibility‚ and effort. Additionally‚ the EPA protects a vast majority of employees working
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References: http://www.wholefoodsmarket.com/. Whole Foods Market http://www.wholefoodsmarket.com/values/corevalues.php. Whole Foods Market core values http://www.wholefoodsmarket.com/careers/index.php. Whole Foods Marker careers Milkovich‚ Newman and Gerhart. Compensation‚ 10th Edition
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working conditions within the hospitality and tourism industries. Remuneration The concept of remuneration refers to “all forms of financial returns and tangible services and benefits employees receive as part of an employment relationship” Milkovich and Newman (2005). In other words remuneration is both the monetary benefits that one receives as part of an employment agreement‚ together with the tangible products employees can be offered. By looking at this definition one can see that the concept
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