This research approaches human resource management (HRM) as a service and aims to develop and test a process for improving perceived HRM service quality.
A three-step process was developed by incorporating concepts and tools from service design approach. Based on the literature, it was hypothesized that applying this process could improve perception of HRM service quality, perceived HRM service value, level of leader–member exchanges along with perceived organizational support, role clarity and role ambiguity. A case study was conducted and these variables were measured and compared, before and after testing the process for a test group and a control group within an organization.
The main findings suggest the effectiveness of the presented process in improving the perceived HRM service quality and social exchanges (in terms of perceived organizational support and leader–member exchanges), while reducing role conflict and role ambiguity in employees and supervisors.
In a general sense, the obtained result implies that leveraging holistic and collaborative service design tools and concepts in (re)designing internal services, such as HRM, could improve perception of quality in organizational services, which in turn may lead to several important benefits for organizations, particularly in terms of HRM as per the context of this study.
This paper demonstrates development of an employee-centered method by borrowing from service design concepts and tools, to improve the perception of HRM service quality.
