Purpose

This article overviews some key contributions to service research from the organizational behavior/human resource management (OB/HRM) discipline with its strong focus on the role of employees. This focus complements the Marketing discipline’s heavy emphasis on customers, largely true of service research, overall.

Design/methodology/approach

Ten OB/HRM frameworks/perspectives are applied to analyzing the roles of people (with a focus on employees and modest consideration of customers as “partial” employees who co-create value) in a service organization context. Also, commentary is offered on how the frameworks relate to six key themes in contemporary service research and/or practice. The article concludes with five reflections on the role and status of employees in service research—past, present and future.

Findings

Employee roles in evolving service contexts; participation role readiness of both employees and customers; role stress in participating customers; an employee “empowered state of mind”; an emphasis on internal service quality; “strong” HRM systems link individual HRM practices to firm performance; service-profit chain with links to well-being of employees and customers; a sociotechnical system theory lens on organizational frontlines (OF); service climate as an exemplar of interdisciplinary research; emotional labor in both employees and customers; the Human Experience (HX); specification of employee experience (EX).

Originality/value

Service remains very much about people who still guide organizational design, develop service strategy, place new service technologies and even still serve customers. Also, a people and organization-based competitive advantage is tough to copy, thus possessing sustainability, unlike with imitable technology.

中文翻译：

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关于服务组织环境中人员角色的组织行为/人力资源管理视角：框架和主题

目的

本文概述了组织行为/人力资源管理 (OB/HRM) 学科对服务研究的一些关键贡献，重点关注员工的角色。这种关注补充了营销学科对客户的高度重视，总体而言，这在很大程度上也是服务研究的重点。

设计/方法论/途径

应用十个 OB/HRM 框架/视角来分析服务组织环境中人员的角色（重点关注员工，适度考虑客户作为共同创造价值的“部分”员工）。此外，还对这些框架如何与当代服务研究和/或实践中的六个关键主题相关进行了评论。本文最后对员工在服务研究中的角色和地位进行了五点反思——过去、现在和未来。

发现

不断变化的服务环境中的员工角色；员工和客户的参与角色准备度；参与客户的角色压力；员工“被赋予权力的心态”；强调内部服务质量；“强大”的人力资源管理系统将个人人力资源管理实践与公司绩效联系起来；与员工和客户福祉相关的服务利润链；组织前线 (OF) 的社会技术系统理论视角；服务氛围作为跨学科研究的典范；员工和顾客的情绪劳动；人类体验（HX）；员工体验规范 (EX)。

原创性/价值

服务在很大程度上仍然取决于仍然指导组织设计、制定服务策略、部署新服务技术甚至仍然为客户提供服务的人员。此外，与可模仿的技术不同，基于人员和组织的竞争优势难以复制，因此具有可持续性。