Research Output

HRM and the pursuit of a service culture – managerial encounters with competing discourses

  Aims to draw attention to how managers actively re-construct inherent contradictions characterising the employment relationship that in the service sector, are rooted in drives for increased efficiency and customer-oriented behaviours. Design/methodology/approach - Presents a case study of the human resource implications of changes taking place within a contract catering firm seeking to attain "world class" service delivery. Findings - Finds that managers' accounts of "the reality" of change were constructed upon three overlapping and competing discourses - labelled "enagagement", "enterprise" and "compliance". Originality/value - Highlights the active role of discourse in the management of HRM and organisational change.

  • Type:

    Article

  • Date:

    01 January 2005

  • Publication Status:

    Published

  • Publisher

    Emerald

  • DOI:

    10.1108/01425450510569319

  • ISSN:

    0142-5455

  • Library of Congress:

    HD28 Management. Industrial Management

Citation

Francis, H. & D'Annunzio-Green, N. (2005). HRM and the pursuit of a service culture – managerial encounters with competing discourses. Employee Relations. 27, 71-85. doi:10.1108/01425450510569319. ISSN 0142-5455

Authors

Keywords

catering industry; culture; human resource management; organizational change;

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