security, and multinational companies 522
Seibert, S. E. 196
Seiders, K. 440
Seijts, G. H. 369 , 375
selection:
and cultural diversity519 20
and deviance and counterproductivity311 14
and expatriate selection 314
and importance of 300
and job performance305 7
adaptive behaviors306 7
changes in meaning of 305
non task behaviors305 6
and mergers/acquisitions 314
and methods used300 1
tests 301
validation of test use 302
validity of301 2
and micro HRM 2
and multilevel nature of work309 11
and new developments in302 3
and organizational eVectiveness303 5
and recruitment273 4
and subgroup representation307 9
aYrmative action308 9
and team based performance309 11
and technology 314
and turnover 399
and workXexibility 314
Selznick, P. 111 , 173
Sen, Amartya 74
Sennett, R. 600
service industries:
and aesthetic labor 159
and customer satisfaction:
decline in 428
importance of 429
and emotional labor 191
and HRM strategy 55 , 57 ,59 61
and interactive service activities 429
see alsoservices management
services management431 7
and competitive strategy 444
customer relationship management 439
diVerentiation/branding438 9
service bundling 439
and consumers 431
and core competencies437 9
competitive strategy438 9
and customer satisfaction:
attitude to quality 435
complaint websites 440
consumer backlash 444
consumer reaction to decline in444 5
consumers’ expectations 441
customer segmentation strategies441 3
decline in 440 , 444
inXuences on435 6
limits to eYciency improvements 434
manufacturing/services comparison 441
service climate 436
service fairness 440
survey on440 1
and customer segmentation strategies441 3
assumptions of 443
and evaluation diYculties 432
andWrst time quality 432
and goal setting diYculties 432
and HRM 432 ,435 6
challenges for 444
and importance of 429
and interactive services431 2
quality/cost tensions 435
role ambiguity and performance 435
skill requirements 434
and marketing 431
challenges facing432 3
conception of quality 435
interactive marketing 433
task of 433
and modularization 438
and nature of production 432
and need for integrated approach to436 7
and operations management 431 ,433 4
conception of quality 435
use of technology433 4
and principles of 428
and quality:
customers’ attitudes towards 435
diVerent conceptions of 435
importance of HR practices 435
Sewell, G. 152 , 155 , 157 , 236
Shadish, W. R. 562 , 563
Shafer, R. 59 , 178 , 389
Shapiro, D. L. 193
shareholder value 537
Sharf, J. C. 307
Sharma, A. 439index 651