000			01924naa a2200193uu 4500
001			9013015060810
003			OSt
005			20190211164649.0
008			090130s2009 xx ||||gr |0|| 0 eng d
100	1		_aLI, Jui-Min _936147
245	1	0	_aImproving service quality and organisation performance through human resource practices : _ba case study
260			_aOxfordshire, UK : _bTaylor & Francis, _cSeptember-October 2008
520	3		_aIn most developed countries, service industry production values exceed those of the manufacturing industry, showing the significance of the former. Although both industries emphasise quality, different characteristics in their services and products make the emphasis on quality, and ways adopted to improve it, differ. From the perspective of the organisation, improvement in service quality (SQ) can be carried out through the service system (including service process and physical environment) and human resource (HR) practices (including job attitude and service ability). Through an indepth analysis of a benchmark company in Taiwan's hair salon industry, findings show: the design of a service process influences the service personnel's job attitude. Similarly, the service process influences the contents of training. Total quality management (TQM) in the service industry requires not just a sound system design, but also a parallel emphasis on training and relevant policies when it comes to HR practices. Only in this way can TQM become efficient, and lead to improvements in job attitude and service ability, and in turn, upgrade SQ, customer satisfaction and organisation performance
700	1		_aYANG, Jen-Shou _924674
700	1		_aWU, Hsin-Hsi _936148
773	0	8	_tTotal quality management & business excellence _g19, 9-10, p. 969-985 _dOxfordshire, UK : Taylor & Francis, September-October 2008 _xISSN 14783363 _w
942			_cS
998			_a20090130 _b1506^b _cTiago
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c28153 _d28153
041			_aeng