HRM and the pursuit of a service culture: Managerial encounters with competing discourses

Abstract

Purpose

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.

Citation

Francis, H. and D'Annunzio‐Green, N. (2005), "HRM and the pursuit of a service culture: Managerial encounters with competing discourses", Employee Relations, Vol. 27 No. 1, pp. 71-85. https://doi.org/10.1108/01425450510569319