Impact of HRM Practices on Employee Satisfaction

This assignment examines the relationship between Human Resource Management (HRM) practices and employee satisfaction and commitment. It delves into how formal HRM practices can impact these aspects within organizations, drawing upon research studies and examples to support its analysis. The focus is particularly on understanding the connection between HRM practices and job satisfaction levels among employees.

Running head: SALON MANAGEMENT
Salon Management
Name of the Student
Name of the University
Author Note

1SALON MANAGEMENT
Table of Contents
Introduction......................................................................................................................................3
LO1..................................................................................................................................................4
Introduction to Leadership and Management..................................................................................4
Leadership........................................................................................................................................4
Management....................................................................................................................................4
Functions of leaders and managers in the organization...................................................................5
Difference between leaders and managers......................................................................................7
LO2................................................................................................................................................10
Organizational situations in rush hair salons.................................................................................10
Stable situation...............................................................................................................................10
Slow toward moderate changing situation.....................................................................................10
Rapid change situation...................................................................................................................10
Leadership styles and its types......................................................................................................10
Encouraging leadership style.........................................................................................................11
Instructive leadership style............................................................................................................11
Mutual working leadership style...................................................................................................11
Roles and functions of leaders and managers of rush hair salons with respect to situational
circumstances.................................................................................................................................12

2SALON MANAGEMENT
Theories towards the leadership approaches in rush hair salons...................................................12
Theory of transformation...............................................................................................................13
Approach of situational leadership and its strengths and weaknesses...........................................14
LO3................................................................................................................................................16
Operations management and its key approaches in rush hair salons.............................................16
Operations management’s major approaches in context to Rush Hair Salons are as follows:......16
Roles of leaders and managers in operations management...........................................................18
LO4................................................................................................................................................19
Significant objectives of business in rush hair salons...................................................................19
Operations management’s significance in attaining business objectives......................................20
Features influencing the operations management and decision making in rush hair salons.........21
Conclusion.....................................................................................................................................23
References......................................................................................................................................25

3SALON MANAGEMENT
Introduction
This assignment explains the role of leaders and managers in the company. This helps the
organization to improve the efficiency of the production and develop the products of high
quality. The role of leader and manager in any organization is very imperative. Both are required
in the company to fulfill all the organizational goals. This assignment shows the study of Rush
Hair Salon, UK. There are different responsibilities of managers and leaders in the organization.
Both should works together for the welfare of the company.
Rush Hair Salons is an international organization which is notorious for its beauty
products as well as hair styling. It is one of the top hair styling and beauty care shop in United
Kingdom. Rush Hair Salons has many shops all across the London and south east regions1. The
main objective of Rush Hair Salon is their customer satisfaction and fulfillment of their
demands.
1 Barber, Kristen. "“Men Wanted” Heterosexual Aesthetic Labor in the Masculinization of the
Hair Salon." Gender & society 30.4 (2016): 618-642.

4SALON MANAGEMENT
LO1
In this section, characteristics and roles of leader and manager of the organization are
explained. The leaders and managers of the Rush Hair Salons play a very imperative role in the
growth and development of the organization.
Introduction to Leadership and Management
Leadership
Leadership is defined as a knack of manipulating the behavior of humans to facilitate the
mission in the way that a leader desires. The leaders of the Rush Hair Salons takes care that the
employees work in the manner which they want to fulfill the objectives. Leadership is also
defined as the practical skill encircling the capabilities of the company to guide different teams
of the entire organization
Management
Management is defined as the direction of a business, company, or an organization. The
objective of the management is to study about organizational leadership and social organization.
Every organization comprises of managers at different levels to manage everything in the
company. Management includes the dexterity of the efforts of the company’s employees and
volunteers to fulfill all the organization’s goals2.
2 Black, Alistair, and Dave Muddiman. The early information society: Information management
in Britain before the computer. Routledge, 2016.

5SALON MANAGEMENT
Functions of leaders and managers in the organization
There are various different types of functions and roles played by the managers and leaders in the
organization. They are as follows:
Planning
The most imperative function of the managers of Rush Hair Salons is to set up plans and
strategies to fulfill all the goals of their company. There are different strategies prepared by the
managers to attract more customers to their salons and satisfy all the needs of their customers.
The role of leaders is to communicate all the plans and strategies set up by the managers to the
staff members of the salons.
Organizing
It is the responsibility of the manager of Rush Hair Salons to exploit and organize all the
possessions of the company in the efficient way, whereas the role of leader is to allocate all the
resources of the company effectively.
Staffing
It is the one of the most fundamental function of the managers and leaders of the
company. It is their responsibilities to get best from the new recruited employees and motivates
them to do their works according to their skills and abilities. The HRM of the Rush Hair Salons
appoints best employees for their organization, and thus it is the responsibilities of leaders and
managers to make them work best3.
3 Chen, Zhijun, Jing Zhu, and Mingjian Zhou. "How does a servant leader fuel the service fire? A
multilevel model of servant leadership, individual self identity, group competition climate, and
customer service performance." Journal of Applied Psychology100.2 (2015): 511.

6SALON MANAGEMENT
Directing
The managers of the Rush Hair Salons directs the tasks which are to be performed by the
personnel to the leaders, and then the leaders of the salons creates different teams and assigns
them different tasks set up by the managers.
Controlling
The implementation of the plans and strategies by the leaders of Rush Hair Salons are
scrutinized and controlled by the managers of the company, while the leaders of the company
controls and guide the employees to get desired outcomes from them.
Mint berg’s management roles
There are various different types of Leadership Roles that are followed in an organization
by the leaders. According to Mint berg, there are there are three different groups of Leadership
roles they are as follows:
Interpersonal roles
This category of leadership comprises of different types of roles4. They are:
 Leader
 Liaison
 Figurehead
Informational roles
4 Wirtz, Jochen, and Christopher Lovelock. "Service Pricing and Revenue
Management." SERVICES MARKETING: People Technology Strategy. 2016. 194-235.

7SALON MANAGEMENT
In informational roles, processing information of the organization is involved. It includes
roles such as:
 Spokesperson
 Monitor
 Disseminator
Decisional roles
This category includes leadership roles such as:
 Negotiator
 Entrepreneur
 Disturbance Handler
 Resource Allocator
Difference between leaders and managers
There are various types of differences in the roles of leaders and managers in the
organization. Although there is a difference in the functions of the leaders and managers, often
their roles are deemed as compatible. It is the duty of the managers of the company to set up the
aims for the personnel as per the mission and vision of the company, whereas the role of leaders
in the company is to explain those visions and missions to the human resources5.
The difference between leaders and managers are as follows:
 Managers set up the objectives in the company, where as leaders influence that
objectives that are set up by the managers.
5 DiVietro, Susan, et al. "Screening at hair salons: The feasibility of using community resources
to screen for intimate partner violence." Journal of trauma and acute care surgery 80.2 (2016):
223-228.

8SALON MANAGEMENT
 Managers are responsible for giving instructions to the groups while leaders show
directions to their respective teams.
 Managers of the organization develop the plans and policies in the company and
converse those policies to the leaders where as leaders ensure that the workers work
according to that plans and policies6.
 The main focus of managers is on the things where as the main focus of the leaders is on
the people of the organization.
 It is the responsibility of the managers to instruct the work to the personnel, where as it
is the duty of leaders to motivate the human resources to work.
Topic: Salon Management
Source:7
6 Yee, Rachel WY, Yujuan Guo, and Andy CL Yeung. "Being close or being happy? The relative
impact of work relationship and job satisfaction on service quality." International Journal of
Production Economics 169 (2015): 391-400.

9SALON MANAGEMENT
The roles of leaders and managers in Rush Hair Salons are very specific. The managers
of the Rush Hair Salons manage and motivate their team of stylists, and the staff members of hair
salons. To manage a team is a very challenging task as the managers has to deal with different
types of personalities. The managers and leaders of the company ensures that every employee of
the company gets proper training required for the job and fulfill all the organization’s goals
effectively. They also generates standard for the good service provided to the customers, and also
make sure that all the members of the hairdressing team offers flattering refreshments to their
consumers.
7 Doucette, Ann M. "Addressing Inequality and Poverty: An Evaluation of Community
Empowerment in Jordan." POVERTY, INEQUALITY, AND EVALUATION (2015): 73.

10SALON MANAGEMENT
LO2
Organizational situations in rush hair salons
There are three types of probable Organizational Situations in the company. They are as follows:
Stable situation
In this type of organizational situation, the management committee of the corporation
keeps everything stable in the tactics and policies of the company until there is a high
requirement for the change.
Slow toward moderate changing situation
Rush Hair Salons usually implies this type of situational changes in the corporation in
order to expand the growth rate of development in the company. The leaders and mangers take
on the responsibilities of developing new strategies as per the requirement in the company8.
Rapid change situation
In rapid change situation the managers and leaders uses their emergency tactics for
development of the corporation at an effectively high speed so as to match the competition and
get beyond the competitors in the market of the UK.
Leadership styles and its types
8 Guo, Jing, Hao Zhang, and Yijun Zong. "Leadership Development and Career
Planning." Academic Library Development and Administration in China (2016): 264.

11SALON MANAGEMENT
Leadership style is defined as the manner that is used by the leader of an organization to
motivate employees, implement plans, providing directions to personnel, etc. The path goal
theory is used to understand the kinds of different techniques of leadership. According to the
theory, there are four different leadership styles. They are as follows:
Encouraging leadership style
In this type of leadership style, the leaders of the company play a vital role in
encouraging and motivating their human resources in order to enhance the work interest of the
staff members.
Instructive leadership style
The staff members of the Rush Hair Salons are provided with proper agenda of doing
their daily work in a systematic way9. The workers are strictly instructed to follow the schedule
and guidelines prepared by the leaders of the company so that the development rate of the
corporation increases effectively.
Mutual working leadership style
This type of leadership style is followed in every successful organization. The managers
of the company discuss all their strategies and plans with the stakeholders of the company to
make effective decisions for the welfare of the company.
9 Emanuel, Ezekiel. Reinventing American health care: how the affordable care act will improve
our terribly complex, blatantly unjust, outrageously expensive, grossly inefficient, error prone
system. Public Affairs, 2014.

12SALON MANAGEMENT
Roles and functions of leaders and managers of rush hair salons with respect to situational
circumstances
To achieve all the goals and aims of the company, the managers and leaders of the
company must discuss all of their strategies and tactics with their stakeholders and should work
with mutual understandings without any kind of issues. Rush Hair Salons is having a tough time
due to the increment in the competition given to them by the other hair salons. Thus the
responsibilities of managers and leaders have increased. Therefore the leaders and managers of
the company along with their stakeholders set the targets and then work according to the plans to
achieve those targets.
Theories towards the leadership approaches in rush hair salons
The theories towards the leadership approaches in Rush Hair Salons are as follows:
Theory of conditional leadership
Conditional leadership style entirely depends on the talent and dexterity of the human
resources of Rush Hair Salons. The operations management of the association gets affected by
the conditional leadership style used by the leaders of the Rush Hair Salons10. To stay and
compete in this market the leaders of Rush Hair Salons must follow this type of approach. The
leaders should be aware of all the existing conditions of the market, and thus crafts his plans
according to those situations.
10 Garza, Irene. "Advertising patriotism: The “Yo Soy El Army” campaign and the politics of
visibility for Latina/o youth." Latino Studies 13.2 (2015): 245-268.

13SALON MANAGEMENT
Theory of Great Man
As per the theory of great man, every individual is born with different talents and skills.
So the leaders of the organization must utilize his unique skills and talents towards the welfare of
the company. The leaders of Rush Hair Salons allocate this distinctiveness regardless of the
specific role which they have fulfilled in the history11.
Theory of transformation
The theory of transformation is entirely related to the approach of positive changes in the
working atmosphere along with the marketing plans and strategies of the organization. Through
the variety of mechanisms, the transformational leadership increases the morale, performance,
and motivation of followers in the Rush Hair Salons.
Theory of systems
The theory of systems in the leadership style is completely related with the approach of
common understanding between the employees and the management of the company. The staff
members should be treated well with full respect and prosperity in the corporation. The leaders
of the Rush Hair Salons follow this type of theory to motivate their employees to fulfill all the
organization’s goals.
Theory of contingency
This theory of leadership is based on the contingency of the leaders in the company. The
leaders of the company must be very comprehensible with the ways and methods they imply in
11 Guo, Jing, Hao Zhang, and Yijun Zong. "Leadership Development and Career
Planning." Academic Library Development and Administration in China (2016): 264.

14SALON MANAGEMENT
the organization. The theory of contingency also states that a triumph of the leader in an
organization is the function of a variety of emergencies in the form of a task.
Theory of chaos
The theory of chaos is entirely based on the style of leadership that illustrates the
spontaneity in the orders and systems within the organization. The leaders of Rush Hair Salons
augment the energy in the organization to sustain the new stage of intricacy12.
Approach of situational leadership and its strengths and weaknesses
There are various different types of strengths and weaknesses of the approach of
situational leadership in the Rush Hair Salons, as the leaders of the company utilize this type of
approach. The strengths and weaknesses of this approach in the work environment are as
follows:
Strengths
The strengths of the situational approach are as follows:
This type of approach is used since the long time to train leaders of the organization.
12 Hashim, Junaidah, Yusof Ismail, and Arif Hassan. "Formality of HRM Practices Matters to
Employees Satisfaction and Commitment." Journal of Human Resources 4.1 (2016): 47-64.

15SALON MANAGEMENT
1. It is extremely simple to understand, instinctively sagacious, and could be easily
applicable on work or family.
2. In Rush Hair Salons, this approach has authoritarian values and it tells the leaders about
what to do and what to not do in the different contexts of the work environment.
3. It put prominence on the suppleness of the leaders, so that the leadership style of the
leaders of Rush Hair Salons matches with the requirements of their subsidiaries.
Weaknesses
The weaknesses of this approach are as follows:
1. The situational approach has very little research studies accomplished to rationalize
intentions and suppositions about the theoretical basis.
2. In Rush Hair Salons, it obscurely conceptualizes the representation of subordinate’s
expansion levels.
This approach grumbles about the questionnaire that follows this model in the organization13.
13 Heizer, Jay. Operations Management, 11/e. Pearson Education India, 2016.

16SALON MANAGEMENT
LO3
Operations management and its key approaches in rush hair salons
Operations management of an organization works in the favor of designing and
controlling of the manufacturing procedures of the services and products crafted by the leaders
and managers of the company. Operations management of Rush Hair Salons is influenced by an
assortment of limitations of different styles of leadership adopted by the leaders of the company.
To ensure the effective working of operations management in the company, the managers and
management committee of the Rush Hair Salons discusses their strategies with the stakeholders.
Operations management’s major approaches in context to Rush Hair Salons are as follows:
TQM
TQM refers to the technique which brings out competence in crafting and developing of
different services and products in the Rush Hair Salons. The leaders and managers of the
company must take all the responsibilities towards the total quality management of their services
and products so as to please their clients and fulfill all of their demands and requirements.
Six Sigma
The method of six- sigma is used in the Rush Hair Salons to eliminate all the unwanted
waste from the company. The management committee of the Rush Hair Salons utilizes this
method so as to enhance the effective working of operations management in the organization.
These wastes include; imperfection in production process, haulage, motion, wait, catalog, and
over processing.
Lean fabrication

17SALON MANAGEMENT
The method of lean fabrication in Rush Hair Salons does not harm the productivity rate
of the company, and at the same time diminishes all the useless resources from the stores. Lean
production also comprises of squander that is created through the unevenness of the workloads as
well as through the overburden in the Rush Hair Salons14.
Continuous enhancement
The method of continuous enhancement is deemed to be a meta- process for the
operations management of the Rush Hair Salons. The quality of the products and services are
required to be continuously improved and enhanced in the corporation so as to attract more and
more customers to the stores. This would definitely aid the company to increase their profit
margin and revenues effectively15.
Rowing
The concept of rowing in the company is very beneficial as it supports to expand the
decisions of management in the favor of operations in the organization. In Rush Hair Salons, the
rowing model was erected so that the waiting time and queue lengths can be envisaged.
14 Koskinen, Jaakko. "Recruitment in small businesses: Examples from the Finnish service
sector." (2017).
15 Lapoule, Paul, and Enrico Colla. "The multi-channel impact on the sales forces
management." International Journal of Retail & Distribution Management 44.3 (2016): 248-265.

18SALON MANAGEMENT
Roles of leaders and managers in operations management
The operation management is a very essential element of the company. It plays an imperative
role in civilizing the quality of the production and administrating the actions of the staff
members in the company. The main function of the operations management in the hair salons is
to increase the development rate and the profitability of the firm. In Rush Hair Salons, the main
objective of the operations management is to source the resources required such as beauty artists
and professional hair stylists from the different beauty schools of UK. The operational result of
the company gets enhanced by the aid of personnel and operations management16.
The administrative committee of the Rush Hair Salons develops different types of strategies and
tactics for the improvement of operations management in the company. Operations management
plays a very significant role in satisfying the aims of the Rush Hair Salons. There are various
different objectives of the Rush Hair Salons. They are as follows:
 To become top hair dressing beauty salon in the country
 To increase advantage in the market that is completely occupied with antagonism
 To develop beauty products of best quality
 To get positive customer satisfaction17
16 Lu, Chia-Mei, et al. "Effect of diversity on human resource management and organizational
performance." Journal of Business Research 68.4 (2015): 857-861.
17 Mpiti, Ms Nosiphiwe, and Patient Rambe. "THE INFLUENCE OF PUBLIC FINANCE ON
THE PERFORMANCE OF SMMEs IN THE FREE STATE: A CASE OF AFRO HAIR
SALONS IN MANGAUNG METROPOLITAN MUNICIPALITY." Proceedings of the 28th

19SALON MANAGEMENT
LO4
Significant objectives of business in rush hair salons
Rush Hair Salons encompass of several different types of significant business objectives such as:
Productivity
The main aim of the Rush Hair Salons is to maintain the growth rate of profit in the
company incessantly. Therefore the productivity of the Rush Hair Salons is maintained by the
managers and leaders of the company.
Consumer service
There are various different types of approaches used by the team of managers and leaders
of the Rush Hair Salons to please and gratify their regular as well as new consumers. The team
organizes feedback receiving functions from the existing clients who are using their services in
order to know the superiority and quality of the services provided by them to the customers18.
Marketing
To stay and compete with the other rivalry companies in the market, the administrative
squad of the company plans several different tactics for the endorsement and promotion of their
products and services in the market of the country. An assortment of ways are used by the
Annual Conference of the Southern African Institute of Management Scientists. 2016.
18 Mullin, Teresa. "Cutting edge or cut loose? An exploration of apprentices’ experiences of
workplace e-learning." Journal of Vocational Education & Training 65.1 (2013): 66-86.

20SALON MANAGEMENT
company to advertise their services like, using printed media, commercials in the televisions,
billboard, holdings, etc.
Growth
In order to sustain and increase the growth rate of the company, the management of Rush
Hair Salons must never compromise on the quality and service of the products they provide to
their customers19.
Operations management’s significance in attaining business objectives
The assorted objectives of business in Rush Hair Salons can be attained with the help of
operations management in the company. For a product or service to be effectual, the operations
management of the Rush Hair Salons plays an important role. A business cannot be successful
unless it has an effective operations management. It is the duty of operations management to
carry on with good provider connection process to make certain that all the resources have been
utilized properly in the organization. There is various different significance of operations
management in the attainment of business objectives. They are as follows:
Extending the profit
Rush Hair Salons uses their products and services in an effective way by the support of
operations management of the organization. To extend the profit of the business, the company
19 Saranow, Mitchell H., and Michael Wright. "Blending color and control management system."
U.S. Patent Application No. 15/237,503.

21SALON MANAGEMENT
makes plans and strategies by keeping in intellect the various factors like employees,
stakeholders of the company, sales and demands`
Growth
The actions and activities of operations management are entirely responsible for the
positive or negative growth of the business in Rush Hair salons. The operations management of
the Rush Hair Salons is also liable for the superiority of the services and products supplied by the
company to their customers in the market.
Management of quality
Operations management of Rush Hair Salons plays a very significant role in the
management of quality of their services and products in the company. By the means of
benchmarking and reengineering, the operations management of the Rush Hair Salons controls
the quality and excellence in the corporation20.
Features influencing the operations management and decision making in rush hair salons
The management of ethical values and preserving sustainability in the company always
enhances the good relationships of the business with their clients. The management team of Rush
Hair Salons always uses their best efforts to maintain the reputation of the company. The
sustainability of the process and quality of the services in the company makes the organization to
20 Oneha, Mary Frances, et al. "Creating Community Criteria for Research Participation at
Community Health Centers." AAPI Nexus: Policy, Practice and Community 12.1-2 (2014): 1-20

22SALON MANAGEMENT
compete in the market with their rivalry companies. There are assortments of significant factors
which are responsible for the influence of operations management in the company21.
Factors influencing the operations management in Rush Hair Salons are:
CSR
CSR refers to the inventiveness in the corporation to appraise and take errands for the
effects of an organization on the surrounding as well as on the social wellbeing. The employees
of the Rush Hair Saloons pertains the endeavors that go beyond from the requirements of
environmental protection groups and supervisors.
Stakeholders
The major factor which could influence or manipulate the operations management and
activities of the Rush Hair Salons are its stakeholders. The management team of the Rush Hair
Salons discusses their strategies and plans with their stakeholders so as to enhance their growth
of development in the market and make them capable to beat their rivalry companies with the
similar business in the competition.
Entrepreneurship
Entrepreneurship refers to the idea which mainly focuses on the human resources of the
Rush Hair Salons who have the abilities to become successful entrepreneur. Therefore it makes
21 Summers, Nancy. Fundamentals of case management practice: Skills for the human services. Nelson Education,
2015

23SALON MANAGEMENT
the entrepreneurship an important element which influences the growth and development of the
operation management of the Rush hair salons22.
Conclusion
This assignment explained us about the crucial and imperative roles of managers and
leaders in the organization. This assignment has been made bearing in mind the influence of
decision making process of the leaders and managers of the Rush Hair Salons. In this report,
various types of management theories are also explained such as, behavioral theory,
contemporary theory, etc. Most prominently the assignment elucidates about the concept of
operations management and various impacts that are related to it.
22 Wei, Jo-Ting, et al. "Customer relationship management in the hairdressing industry: An
application of data mining techniques." Expert Systems with Applications 40.18 (2013): 7513-
7518.

24SALON MANAGEMENT

25SALON MANAGEMENT
References
Barber, Kristen. "“Men Wanted” Heterosexual Aesthetic Labor in the Masculinization of the
Hair Salon." Gender & society 30.4 (2016): 618-642.
Black, Alistair, and Dave Muddiman. The early information society: Information management in
Britain before the computer. Routledge, 2016.
Chen, Zhijun, Jing Zhu, and Mingjian Zhou. "How does a servant leader fuel the service fire? A
multilevel model of servant leadership, individual self identity, group competition climate, and
customer service performance." Journal of Applied Psychology100.2 (2015): 511.
DiVietro, Susan, et al. "Screening at hair salons: The feasibility of using community resources to
screen for intimate partner violence." Journal of trauma and acute care surgery 80.2 (2016):
223-228.
Doucette, Ann M. "Addressing Inequality and Poverty: An Evaluation of Community
Empowerment in Jordan." POVERTY, INEQUALITY, AND EVALUATION (2015): 73.
Emanuel, Ezekiel. Reinventing American health care: how the affordable care act will improve
our terribly complex, blatantly unjust, outrageously expensive, grossly inefficient, error prone
system. Public Affairs, 2014.
Garza, Irene. "Advertising patriotism: The “Yo Soy El Army” campaign and the politics of
visibility for Latina/o youth." Latino Studies 13.2 (2015): 245-268.
Guo, Jing, Hao Zhang, and Yijun Zong. "Leadership Development and Career
Planning." Academic Library Development and Administration in China (2016): 264.

26SALON MANAGEMENT
Hashim, Junaidah, Yusof Ismail, and Arif Hassan. "Formality of HRM Practices Matters to
Employees Satisfaction and Commitment." Journal of Human Resources 4.1 (2016): 47-64.
Heizer, Jay. Operations Management, 11/e. Pearson Education India, 2016.
Koskinen, Jaakko. "Recruitment in small businesses: Examples from the Finnish service sector."
(2017).
Lapoule, Paul, and Enrico Colla. "The multi-channel impact on the sales forces
management." International Journal of Retail & Distribution Management 44.3 (2016): 248-265.
Lu, Chia-Mei, et al. "Effect of diversity on human resource management and organizational
performance." Journal of Business Research 68.4 (2015): 857-861.
Mpiti, Ms Nosiphiwe, and Patient Rambe. "THE INFLUENCE OF PUBLIC FINANCE ON
THE PERFORMANCE OF SMMEs IN THE FREE STATE: A CASE OF AFRO HAIR
SALONS IN MANGAUNG METROPOLITAN MUNICIPALITY." Proceedings of the 28th
Annual Conference of the Southern African Institute of Management Scientists. 2016.
Mullin, Teresa. "Cutting edge or cut loose? An exploration of apprentices’ experiences of
workplace e-learning." Journal of Vocational Education & Training 65.1 (2013): 66-86.
Oneha, Mary Frances, et al. "Creating Community Criteria for Research Participation at
Community Health Centers." AAPI Nexus: Policy, Practice and Community 12.1-2 (2014): 1-20
Saranow, Mitchell H., and Michael Wright. "Blending color and control management system."
U.S. Patent Application No. 15/237,503.

27SALON MANAGEMENT
Summers, Nancy. Fundamentals of case management practice: Skills for the human services.
Nelson Education, 2015.
Wei, Jo-Ting, et al. "Customer relationship management in the hairdressing industry: An
application of data mining techniques." Expert Systems with Applications 40.18 (2013): 7513-
7518.
Wirtz, Jochen, and Christopher Lovelock. "Service Pricing and Revenue
Management." SERVICES MARKETING: People Technology Strategy. 2016. 194-235.
Yee, Rachel WY, Yujuan Guo, and Andy CL Yeung. "Being close or being happy? The relative
impact of work relationship and job satisfaction on service quality." International Journal of
Production Economics 169 (2015): 391-400.
.

28SALON MANAGEMENT