HRM service practices: flexibility, quality and employee strategy

Reports that the continued need to meet increasingly competitive conditions in service industries has encouraged the development of a more strategic human resource approach in pursuance of the maintenance of quality, service and flexibility goals. Presents an in‐depth case study in the retail sector, specifically examining the company’s approach to the recruitment and retention of older employees. Develops models to demonstrate the linkages between service with the social characteristics of this group of workers and consequent employment implications. Finds that, while senior management perspectives were positive, some degree of ambivalence was expressed in respect of line management views, and while older workers were perceived to be suitable for many types of work, preferred workforce profiles still tended towards traditional core labour sources. Notes that employment characteristics of a softer “qualitative” nature, such as service, motivation and job satisfaction, were seen as assets, and disadvantages relating to more “quantitative” criteria, such as trainability, job flexibility and new technology, were evident but less clearly expressed and might be qualified by appropriate management techniques. Discovers that older employees placed high value on service provision, in comparison to younger employees who were generally more dissatisfied with their jobs and were oriented more towards financial considerations. Utilizes an interview programme and surveys with both line managers and employees to assess the issues involved and to draw out the managerial implications for retail and service