Abstract
This study investigated high-performance Human Resource Management (HPHRM) practices and social identification processes among part-time frontline service staff of five professional sport clubs. Significant effects of HPHRM practices and employees' identification with club and with customers emerged, influencing employees' customer orientation. We discuss managerial tactics to enhance identification and HPHRM practices as well as future research directions directed at developing techniques for enhancing customer orientation.
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