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Abstract On‐site service encounters blur the organizational boundary between employees and customers. The strategic trade‐offs involved in having customers on‐site, and the HRM practices that can influence the satisfaction and performance of customers within the organization, are described. Central points include the HRM practices that foster a climate for service and that provide customers the role clarity, ability, and motivation they require to contribute to service production and delivery.
David E. Bowen (Mon,) studied this question.