Human Resource Management

Human edit Master subtitle style Click to Resource Management in Service Sector By D1

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Service Sector

The service sector is defined as the portion of the economy that produces intangible goods. It consists of the activities where people offer their knowledge and time to improve productivity, performance, potential, and sustainability. The basic characteristic of this sector 4/18/12 is the production of services.

The service sector of industry involves the provision of services to other businesses as well as final consumers. Examples of service sector are Education, Banking, Insurance, Financial services, Legal services etc.

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Objective of HRM in Service Sector

The objectives focus on:

The importance of retention in the service industries. Most effective methods to find the cause of turnover. Factors favoring retention. Innovative methods adopted by companies to retain people. Constraints faced by the organization

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Need for HRM in Service Sector

The success of an organization depends heavily on the quality and competency of its human resources. Excellent companies recognize that human resources are their number one asset. This is all the more true in the service industry. Therefore, employees must be 4/18/12 adequately trained and retrained to

Innovative and creative circles: HRM is required due to continuous innovation in the service sector. Customer focus and understanding customer requirements: Employees are the face of the organization and have direct contact. Performance appraisal: Difficulty in 4/18/12 measuring performance as there are no

Measuring HR effectiveness

Quantitative measures of hard measures i.e. numerical measures of inputs, outputs and outcomes. Qualitative or soft measures which provide information on staff attitudes and managers view of HR via surveys and interviews. Process analysis which can trace a process through its various stages to 4/18/12 gauge its effectiveness.

Difference in the process of HRM in service and production sector

Job analysis: Because much of service work is knowledge work, in which job activities are less observable, this may mean differences in the way a job analysis is conducted, which is not the case in producing sector as there are standards. Recruitment and selection: Producing sector selection process is traditional, 4/18/12 where as innovative techniques may be

Training: Training in the services sector may require increased attention to technology skills, as many service sector jobs now require the use of computers than in manufacturing sector. Performance appraisal: No observable outcomes in some cases. 4/18/12 It likely to be different than in the