Author: Browning, Victoria

Source: International Journal of Human Resource Management, Volume 17, Number 7, July 2006 , pp. 1321-1338(18)

Publisher: Routledge, part of the Taylor & Francis Group

Abstract:

This paper reports on findings from research conducted in South African service organizations that frontline employees' perceptions of HRM practices have a direct influence on their service behaviour. Specific HRM practices have more impact than others and this was attributed to the influence of external factors such as the socio-political situation and national culture and to internal factors linked to the way managers implemented the HRM practices in the organization. Organizational commitment was found to play a mediating role in the relationship between frontline employees' perceptions of HRM and their service behaviour.

Keywords: Frontline employees; HRM practices; service behaviour; South Africa

Document Type: Research article

DOI: http://dx.doi.org/10.1080/09585190600756863

Publication date: 2006-07-01

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