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  • 1
    ISSN: 0048-3486
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: In the past two decades, the way enterprises in the People's Republic of China (PRC) manage their human resources has changed dramatically. Multinational enterprises (MNEs) have entered into the "strategic investor" phase, where now the integration of PRC operations into the MNE network receives growing attention. For these companies HRM is often of high strategic importance. This article seeks to explore how differences in HRM practices in such businesses vary with their ownership forms. The study is based on in-depth interviews with HRM managers - on the PRC country-level - in 12 MNEs. The large majority of the participating companies clearly stated that today the HRM function is of high strategic importance for their operations in the PRC and is predominantly controlled by the MNE partner. Although equity ownership stake is an important variable influencing HRM policies and practices, it is shown that it needs to be seen in conjunction with other possibly non-equity control-mechanisms.
    Type of Medium: Electronic Resource
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  • 2
    Electronic Resource
    Electronic Resource
    Bingley : Emerald
    International journal of service industry management 16 (2005), S. 135-151 
    ISSN: 0956-4233
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Purpose - This paper aims to clarify the interdependencies among three main stakeholder groups and to show how to manage overall service quality in customer care centers. Design/methodology/approach - A framework of the relations among the target groups of a customer care center was developed. A survey methodology with a 360° approach that encompasses top management, employees and final customers as three main target groups was conducted. The sample incorporates 58 customer care centers and seven industries in Germany and Austria. Besides the management interviews, we received 1,580 completed questionnaires by employees, and 2,010 completed questionnaires by customers. Multiple regression analysis was applied on multi-item measurement scales of the three different levels. Findings - We were able to show that employee satisfaction is the main factor for driving customer orientation. Further management efforts resulting in employee orientation will facilitate the job of employees and increase employee loyalty. Research limitations/implications - Only 16 customer care centers participated in all three parts of the study. Practical implications - Companies should consider the needs of their employees and possibly initiate measures to foster employee satisfaction. A strict quality orientation could signal a low level of trust toward the employees. It is essential that firms invest in their employees and apply an employee-oriented management style. Originality/value - The study encompasses three relevant stakeholder groups on a broad empirical base, which is unique until now in the research field of customer care centers. Interdependencies among the three perspectives could be revealed.
    Type of Medium: Electronic Resource
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