Frontline police employees' social construction of client service.

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dc.contributor.author Schwartz, G.J.
dc.contributor.author Schurink, W.J.
dc.contributor.author Stanz, K.J.
dc.date.accessioned 2008-11-11T08:56:01Z
dc.date.available 2008-11-11T08:56:01Z
dc.date.issued 2007
dc.identifier.citation 5(3), 38-47. en
dc.identifier.uri http://hdl.handle.net/10210/1601
dc.description.abstract The social construction of frontline employees’ client service plays a major role in organisational success. This study illuminated why frontline personnel are reluctant to accept organisational change which is in line with new policing philosophies. Applying modernist qualitative methodology, and particularly grounded theory within a case study design a ‘process satisfaction model’ was developed with the aim to improve employee satisfaction with internal processes and ultimately service delivery. This model may be used for change in the South African Police Service (SAPS) and other government departments. en
dc.language.iso en en
dc.publisher SA Journal of Human Resource Management en
dc.rights Complies with the rights as specified by the publisher: http://www.sajhrm.co.za/ & http://creativecommons.org/licenses/by-nc-nd/2.5/za/ en
dc.subject Frontline employees en
dc.subject Client services en
dc.subject Organisational change en
dc.subject Employee satisfaction en
dc.title Frontline police employees' social construction of client service. en
dc.type Article en

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