【正文】 stimulating the entire anization towards the acplishment of the vision. resource management This refers to the number of anizational behavior issues(ranging from selection and recruitment,training and education,employee empowerment to employee involvement)that form the cornerstone upon which the corporate strategy is moot point here is that only if the emp loyers treat their employees as precious would the employees,in turn,treat their customers as fore,it is indispensable for service anizations to look upon HRM as asource of petitive advantage system The technical system includes design quality management and process management sound and reliable service design echoes an anization39?？紤]到服務(wù)業(yè)由一些特殊情況的事實(shí)，不同的因素扮演著不同的角色，并且涉及到許多方面 (如技能，價(jià)值觀，工具，技術(shù)手段和其他需求 )，制造業(yè)與服務(wù)業(yè)都有差別。最后 ,那些服 務(wù)組織的獨(dú)特因素 (即服務(wù)范圍 人造的實(shí)際環(huán)境 服務(wù)文化 ). Table 1briefly explains the 12 critical factors of works have underlined the importance of these the fact that services have certain unique characteristics,the different roles that each of these dimensions play and the various aspects that they bring into the picture(like skills,values,tools,techniques and other requirements)vary from manufacturing to service 2pares and contrasts the significance and relevance of the various quality management dimensions in manufacturing and service anizations. 表一詳細(xì)的解釋了 TQS 的 12 因素。 Finally,those factors that are unique to service anizations(namely,Servicescapesthe manmade physical environmentand service culture). 這些特點(diǎn)可以歸納成如下三個(gè)類別： Those dimensions of quality management that are generic to both manufacturing and service anizations,but which were initially practiced in the manufacturing setup and later transferred to service milieu(these include dimensions such as Top management mitment and visionary leadership,Human resource management,Design and management of processes,Information and analysis,Benchmarking,Continuous improvement,Employee satisfaction and Customer focus and satisfaction). 服務(wù)范圍 工會(huì)干涉 以客戶為中心 標(biāo)桿超越 技術(shù)的系統(tǒng) 高層管理承諾和領(lǐng)導(dǎo)能力 為服務(wù)組織的 TQM 環(huán)境的制度如質(zhì)量管理的 12 個(gè)特點(diǎn)。 Service scapes； Union intervention； Customer focus； Benchmarking； Technical system； Top management mitment and visionary leadership； 服務(wù)轉(zhuǎn)移，服務(wù)遭遇，重要事件和恢復(fù) 顧客滿意，忠誠(chéng)和購(gòu)買意圖 個(gè)人，組織和人力資源管理對(duì)服務(wù)質(zhì)量的影響 服務(wù)文化的概念 Service switching,service encounters,critical incidents and recovery； ； The effect of the39。 The critical role of the personnel and HRM function； service culture39。perceptions of service quality； Concerning the literature on TQS,various aspects of TQM in service anizations have also been independently subjected to extensive research,. 在應(yīng)用 TQM 的廠家和沒有應(yīng)用 TQM 廠商之間的劃界 背景因素對(duì) TQM 的影響 在質(zhì)量管理模式和商業(yè)績(jī)效之間的關(guān)系式 The effect of TQM age on operational results,etc. 研究問題 很明顯 TQM 的研究通相當(dāng)廣泛和全面，包含 TQM 的所有方面，如下： perceptions of product quality The influence of contextual factors on TQM； The relationships between quality management practices and anizational business Performance； The research problem It is evident that the research literature on manufacturing TQM is quite extensive and Exhaustive,Covering all the aspects of TQM,viz； Interestingly,the literature on TQM with respect to services, quality service(TQS),seems to be bereft of an integrative framework that will include all the critical dimensions of TQS by addressing the issue of possible transferability of manufacturing quality management dimensions to services,and by focusing on those dimensions that are unique to service present study attempts to develop aconceptual model of TQS by paring and contrasting th criticality of the different dimensions of quality management in both manufacturing and service anizations 有趣地，有關(guān)于服務(wù)業(yè)的在 TQM 上的定義 ,也就是全面質(zhì)量服務(wù) (TQS),似乎對(duì)一個(gè)藉由闡述制作對(duì)服務(wù)的質(zhì)量管理大小的可能可轉(zhuǎn)移性的議題將會(huì)含 TQS的所有臨界因次的統(tǒng)合結(jié)構(gòu)是被剝奪的 ,和藉由集中通那些獨(dú)特服務(wù)組織的大小。相反，盡管上述的由各種理論家和實(shí)踐者從質(zhì)量革命以來(lái)所倡導(dǎo)的大部分理論和相關(guān)技術(shù)和策略似乎可以提供據(jù)解決制造領(lǐng)域 (質(zhì)量 )問題的靈丹妙藥，但它們并不能作為服務(wù)質(zhì)量改善的完全標(biāo)準(zhǔn)。這些方面包括高層管理承諾，與領(lǐng)導(dǎo)關(guān)系，質(zhì)量方針，培訓(xùn)，產(chǎn)品 /服務(wù)設(shè)計(jì)，供應(yīng)商質(zhì)量管理，流程管理，質(zhì)量數(shù)據(jù)和報(bào)告，員工關(guān)系，勞動(dòng)力管理，以客戶為中心，顧客參與 ,標(biāo)桿超越 ,SPC，員工授權(quán)，員工參與，企業(yè)質(zhì)量文化和戰(zhàn)略質(zhì)量管理。 The management of service anizations and marketing of services has been aCinderella among the anizational behavior and marketing literature in the past,in contrast to the management of manufacturing anizations and marketing of with the blossoming of the service sector in almost every economy,quality imperatives are no longer the sole concern and province of late,service providers are facing the same ground realities that confronted their manufacturing counterparts in the past. The subject of quality management in manufacturing industry has been amatter of great interest and concern for business and academia works have thoroughly investigated the various dimensions,techniques and anizational requirements for effective implementation of dimensions include top management mitment and leadership,quality policy,t raining,product/service design,supplier quality management,process management,quality data and reporting,employee relations,workforce management,customer focus,customer involvement,benchmarking,SPC,employee empowerment,employee involvement,corporate quality culture and strategic quality dimensions are,in essence,tools of the intellect that were fet in the administrative theory,tempered in manufacturing quality management and therefore are naturally expected to be honed to cutting sharpness in service quality reasoning here is that although from alogical point of view most of the dimensions of manufacturing quality management should naturally apply to services,the transferability of manufacturing quality management dimensions to services calls for some serious soulsearching as services differ from the manufacture of goods in anumber of different ways： service intangibility,simultaneity of production,delivery and consumption,peri