Organizational citizenship behavior as a critical link between HRM practices and service quality

Article Abstract:

Organizational citizenship behavior (OCB) serves as an important link between the human resource management (HRM) practices of a firm and its level of customer service. This means that the HRM practices in a firm can create an environment that fosters OCB, which ultimately improves quality of service. Social exchange, identification with organizational objectives and empowerment are conditions that can enhance OCB and that can be established through the HRM practices of the firm. Specific approaches to HRM that can be employed to increase OCB levels and thus improve service quality are discussed. These strategies focus on HR philosophy, selection and socialization, evaluation and rewards, and rules and job descriptions.

Management, Customer service, Organizational behavior

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Organisational change damages employee loyalty and motivation

Article Abstract:

The British University of Manchester Institute of Science and Technology reports a survey of managers to show that organizational changes and restructuring undertaken during 1997 had a substantial negative effect on employee morale, loyalty and motivation. Feelings about job security were also negatively affected. Public companies felt the effects of restructuring more than the private sector, the effect of change differed according to the business's size, and there was a sizable difference in the feelings about change between the highest and the lowest level of management.

United Kingdom, Employee morale, Employee loyalty

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