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Realising competitive advantage through HRM in New Zealand service industries

Author

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  • Vicky Browning
  • Fiona Edgar
  • Brendan Gray
  • Tony Garrett

Abstract

An emerging source of competitive advantage for service industries is the knowledge, skills and attitudes of their employees. Indeed, achievement of a ‘service quality’ culture, considered imperative for competitive advantage in service organisations, supposedly results from the use of best practice human resource management (HRM), and from a strategic approach to their implementation. This paper empirically explores the use of these dimensions of HRM as a source of competitive advantage. It finds high-performing service organisations actively engage best practices across the areas of recruitment and selection, training and development, communication and team working. Evidence of a strategic approach to the implementation of these practices is also found.

Suggested Citation

  • Vicky Browning & Fiona Edgar & Brendan Gray & Tony Garrett, 2006. "Realising competitive advantage through HRM in New Zealand service industries," The Service Industries Journal, Taylor & Francis Journals, vol. 29(6), pages 741-760, July.
    • Handle: RePEc:taf:servic:v:29:y:2006:i:6:p:741-760
    DOI: 10.1080/02642060902749237
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    References listed on IDEAS

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    1. David Gilbert & YVONNE GUERRIER, 1997. "UK Hospitality Managers Past and Present," The Service Industries Journal, Taylor & Francis Journals, vol. 17(1), pages 115-132, January.
    2. Kim Hoque, 1999. "Human Resource Management and Performance in the UK Hotel Industry," British Journal of Industrial Relations, London School of Economics, vol. 37(3), pages 419-443, September.
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