Liên kết các hành vi lãnh đạo với hiệu suất dịch vụ: Các nhà quản lý có tạo ra sự khác biệt?
Tóm tắt
Từ khóa
Tài liệu tham khảo
1 Davidow, W.H. and Uttal, B., Total Customer Service: The Ultimate Weapon, Harper & Row, New York, NY, 1990.
2 Schneider, B., “The service organization: climate is crucial”, Organizational Dynamics, Vol. 9 No. 2, 1980, pp. 52‐65.
3 Spencer, J.L., “The role of the airline service employee: relationships among management practices, social support, key characteristics of the service role and performance”, unpublished doctoral dissertation, Graduate School of Arts and Sciences, Columbia University, New York, NY, 1991.
4 Church, A.H., “Managerial behaviours and work group climate as predictors of employee outcomes”, Human Resource Development Quarterly, Vol. 6No. 2, 1995, pp. 173‐205.
5 Daniel, T.L., “Managerial behaviours: their relationship to perceived organizational climate in a high‐technology company”, Groups & Organization Studies, Vol. 10, 1985, pp. 413‐28.
6 Bracken, D.W., “Straight talk about multirater feed‐back”, Training & Development, Vol. 48 No. 9, 1994, pp. 44‐51.
7 Church, A.H., Javitch, M. and Burke, W.W., “Enhancing professional service quality: feedback is the way to go”, Managing Service Quality, Vol. 5 No. 3, 1995, pp. 29‐33.
8 London, M. and Beatty, R.W., “360‐degree feedback as a competitive advantage ”, Human Resource Management, Vol. 32 Nos 2,3, 1993, pp. 353‐72.
9 Shipper, F. and Neck, C.P., “Subordinates’ observations: feedback for management development”, Human Resource Development Quarterly , Vol. 1, 1990, pp. 371‐85.
10 Heilpern, J.D. and Nadler, D.A., “Implementing total quality management: a process of cultural change”, in Nadler, D.A., Gerstein, M.S., Shaw, R.B. et al. (Eds), Organizational Architecture: Designs for Changing Organizations, Jossey‐Bass, San Francisco, CA, 1992, pp. 137‐74.
11 Krishnan, R., Shani, A.B., Grant, R.M. and Baer, R., “In search of quality improvement: problems of design and implementation”, Academy of Management Executive, Vol. 7 No. 4, 1993, pp. 7‐20.
12 Numerof, R.E. and Abrams, M.N., “How to prevent the coming failure of quality”, Quality Progress, Vol. 27No. 12, 1994, pp. 93‐7.
13 Olian, J.D. and Rynes, S.L., “Making total quality work: aligning organizational processes, performance measures, and stakeholders”, Human Resource Management, Vol. 30, 1992, pp. 303‐33.
14 Robertson, P.J., Roberts, D.R. and Porras, J.I., “Dynamics of planned organizational change: assessing empirical support for a theoretical model”, Academy of Management Journal, Vol. 36, 1993, pp. 619‐34.
15 Bales, R.F., Interaction Process Analysis: A Method for the Study of Small Groups, University of Chicago Press, Chicago, IL, 1950.
16 Cartwright, D. and Zander, A. (Eds), Group Dynamics: Research and Theory, 3rd ed., Harper & Row, New York, NY, 1968.
17 Cohen, A., “Organizational commitment and turnover: a meta‐analysis”, Academy of Management Journal, Vol. 36 No. 5, 1993, pp. 1140‐57.
18 Lang, D.L., “Organizational culture and commitment”, Human Resource Development Quarterly, Vol. 3, 1992, pp. 191‐6.
19 Litwin, G.H., Humphrey, J.W. and Wilson, T.B., “Organizational climate: a proven tool for improving performance”, in Burke, W.W. (Ed.), The Cutting Edge: Current Theory and Practice in Organization Development, University Associates, La Jolla, CA, 1978, pp. 187‐205.