Hutchinson S, Purcell J, Kinnie NHuman Resource Management Journal, (UK), 2000 Vol 10 No 1

Start page: 63. No of pages: 16

Examines the impact of high commitment management (known as high performing work systems in the USA) on the RAC customer services centre in Bristol (the RAC is one of the largest UK motoring organizations, offering a range of services to its membership). Describes the changes made by the RAC to the human resource practices at the call centre (the human resource function was restructured, teamworking and a new team manager role
introduced, a new pay system set up which was linked to performance, changes to recruitment and selection systems, training needs addressed, and customer service quality initiatives set up). Reports employee reactions to these changes. Assesses how these strategies have contributed to the development of high commitment management, identifying the human resource practices and processes that have contributed to the evolution of high commitment within the RAC. Argues that this was not done by importing a set of best practices but by developing a fit between the organization and certain human resource practices based on the organization’s particular needs.

Subject(s): HUMAN RESOURCE MANAGEMENT, COMMITMENT, PERFORMANCE MANAGEMENT, RAC, CUSTOMER SERVICE, HUMAN RESOURCE MANAGEMENT, UNITED KINGDOM

Style: Case study, Theoretical with application in practice

ISSN: 0954-5395. Reference: 29AG565

Reproduced by permission of Anbar Management Intelligence http://www.anbar.co.uk/management/home.htm