The Management of the Human Resources and the Quality of the Services

The Management of the Human Resources and the Quality of the Services

José A. Lastres Segret (University of La Laguna, Spain) and Mariangélica Cadagan García (Universidad de la Laguna, Spain)
DOI: 10.4018/978-1-59904-883-3.ch092
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Due to their nature and market position, service companies are committed to excellence. But to achieve excellence they must have a clear vision of their product that gives them the best competitive advantages and guides the resources of the company toward success. Human resources management is a tool that has been implemented to develop human potential; service quality depends on understanding the processes and tools that promote a positive attitude in members of an organization and a greater commitment to meeting management goals. These elements are translated into concrete actions, which can be seen in the mechanisms that ensure client satisfaction. The new information development culture is based on three elements: first, globalization, which has created a world market that is not constricted by time and space; second, a business model and opportunities based on networked economic activity; and finally, interdisciplinarity, a fundamental mechanism for managing resources. In this work, we seek to identify the factors that influence a company’s human resources management and service quality. What factors influence modern human resources management in companies facing technological and administrative changes requiring an adequate level of service quality? The content is related to human resources management, service quality, and factors that influence both areas, specifically in the case of urban transportation companies, because they are an indispensable resource for society providing a service directed at the inhabitants and tourists of the selected region.
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The theoretical basis for this work includes organizational behavior theory and organizational development theory, which are based on the theories of human relationships and the classic theory in the field of administration, of the late 1940s. The theory of organizational behavior includes diverse contributions from experts such as Herbert, Banard, McGregor, Likert, Argyris, Maslow, Herzberg and McClelland, as Chiavenato affirms (2000).

These theories have allowed the introduction of new theoretical foundations in the field of motivation, such as the theory of necessities, the satisfaction and nonsatisfaction approach, and X theory and Y theory. One of the theories that stands out is Maslow’s (1943)theory of human motivation that he applied to the study of employees in a company. In his theory Maslow states that “motivation theory is not synonymous with behavior theory; motivations are only one class of determinants of behavior. While behavior is almost always motivated, it is also almost always biologically, culturally and situationally determined as well.”

The second theory, organizational development, arose in the 1960s, with proponents such as Bennis and Beckhard. This theory incorporates new ideas into business administration by emphasizing people, organizations, environments, and social groups (Chiavenato, 2001). In addition, Weick and Quinn (1999) state that understood from the perspective of organizational development, change is a set of behavioral science-based theories, values, strategies, and techniques aimed at the planned change of the organizational work setting for the purpose of enhancing individual development and improving organizational performance by altering how members of the organization behave at work. With this in mind, Porras and Robertson (1992) affirm that in order to meet business goals organizations usually turn to modifying how employees behave while doing their regular work.

Key Terms in this Chapter

Communication: The flow of information through every level of an organization with the goal of communicating the information needed to produce feedback and to ensure that rules, policies, goals, and objectives are executed integrally by each area of the company.

Organizational Culture: The mission, vision, and policies of a business that allow it to earn profits and interrelate both internally and externally with other organizations. The organizational culture directly influences the identity of the organization and the behavior of its employees because it is part of the informal rules which guide the behavior of its personnel and govern its operations within established limits.

Professional Training: The development of human resources through training promotes job quality, efficiency, and effectiveness and at the same time motivates employees to make a formal commitment to growing with the institution and being more productive.

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