The future of human resource management: March and Simon (1958) revisited

Article Abstract:

March and Simon (1958) explored the motivational problems associated with the use of people to perform organizational tasks. They described two basic decisions that employees face when interacting with organizations. The 'decision to produce' has to do with whether an employee will exert enough effort to satisfy the demands of the organization. The 'decision to participate,' on the other hand, involves whether employees, as well customers and investors, will stay with the company or not. The management of these issues can serve as a framework for formulating the mission and purpose of the HR function. Three variables proposed by March and Simon are discussed in relation to the 'decision to participate' problem. These factors are the identification of the participants, their balance of inducements and contributions, and the desirability and ease of organizational mobility.

Decision-making, Decision making, Employee motivation, Workers

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Managing customers as human resources in service organizations

Article Abstract:

In service organizations, human resources include both customers and employees.Thus, service organizations have the unique problem of finding ways to make their partial employees, the customers, happy and productive. On-site customers are expected to help create the service they receive, and managers must manage not only employee, but customer, behavior as well. Service organizations need to manage the climate for service, which consists of both employees' and customers' attitudes. Models used to manage employee selection, motivation, and training can also be used to manage the behavior of customers on-site. Employees coming into contact with customers should be treated not only as employees but as partial customers. Management should be able to identify the customers who are willing to perform as partial employees and to train customers to perform as expected.

Research, Economic aspects, Management research, Customer service, Services industry, Service industries, Customer relations, Human capital

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The acceptability of 360 degree appraisals: a customer-supplier relationship perspective

Article Abstract:

A customer-supplier relationship perspective that characterizes acceptability as a critical factor to the success of 360 degree appraisal processes which provide feedback on developments in management thought and practice is presented. The perspective associates 360 degree appraisal with internal and external customer requirements while enhancing the performance of suppliers to meet those needs. Organizational characteristics associated with organizational change cynicism and total quality management culture affect appraisal acceptability. The acceptability of 360 degree processes is also influenced by appraisal context correlated with the anonymity of ratings, team-based job designs, perceived competence of raters and customer participation rate.

Management Dynamics NEC, Management techniques

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