This study examines the role of external customer mindset (ECMS) among frontline service employees. The researchers developed a model to test the antecedents and outcomes of ECMS. They hypothesized that job autonomy, job satisfaction, and role ambiguity would influence ECMS, and that ECMS would impact work motivation and sales performance. Data were collected from frontline employees across various firms. The results supported the hypotheses, indicating that job autonomy and satisfaction positively relate to ECMS, while role ambiguity negatively relates. Higher ECMS then leads to increased work motivation and sales performance. The study provides insights into developing a customer-oriented culture throughout an organization.
A Study of Job Satisfaction in a Call Centre with Special Reference to Pune i...Dr. Amarjeet Singh
This document summarizes a study on job satisfaction among call center employees in Pune, India. The study found that high stress, irregular work hours, and poor work environments in call centers negatively impact employees' job satisfaction. These factors can also cause health issues for call center workers. While call centers have grown and matured as a sector, they still struggle with similar problems regarding employee satisfaction, stress, and turnover. Improving work conditions for employees and service quality for customers will be important for call centers to adapt to changes in communication technology and rising customer expectations.
A Study on Impact of Internal Mobility on Organisational Performance: A Case ...IJLT EMAS
The document discusses a study on the impact of internal mobility on organizational performance at Automotive Axles Pvt Ltd in Mysuru, India. It begins with an abstract that introduces the topic and objectives of understanding how internal mobility of employees directly or indirectly impacts organizational performance.
The methodology section describes the research design, which includes a descriptive study using questionnaires, observations, discussions and company records as primary and secondary data sources. A sample size of 50-60 employees will be used with a non-probability convenience sampling method. Statistical tests like reliability, correlation, regression and factor analysis will be conducted to analyze the relationship between internal mobility as the independent variable and organizational performance as the dependent variable.
The literature review covers several past
The Aim Of This Study Is To Investigate The Reciprocal Relationship Between Job Satisfaction,
Employee Commitment And Organizational Performance. Accordingly, A Linear Structural Equation Model
Was Developed To Delineate The Above Interaction And Explore The Mediating Effects Of Commitment On The
Relationship Between Job Satisfaction And Organizational Performance.
This document summarizes an investigation into the relationship between employee retention policies and employee loyalty within the pharmaceutical sector, using GlaxoSmithKline as a case study. It provides background on the importance of employee retention and factors that influence retention such as career growth, compensation, work environment and satisfaction. The research aims to explore GSK's retention policies and their impact on employee loyalty, and identify factors affecting loyalty. It will propose recommendations to improve retention and loyalty within the organization.
The purpose of this study was to explore the relationship between satisfaction with the organizational communication and external customer orientation among front-line employees in a commercial recreation setting.
This study was conducted in order to evaluate the impact of different factors on workforce at the
industrial parks in Hai Duong Province. The research datawas collected primarily by interviewing production
workers and managers working at different companies at the industrial parks in Hai Duong Province In this
study, the author uses the method of Structure Equation Modeling to analyze the impact of the factors on
workforce development at the industrial parks in Hai Duong Province.
Impact of Customer Value, Public Relations Perception and Brand Image on Cust...Samar Rahi
The purpose of this study is to find an empirical relationship between customer values, Public
Relations Perception, Brand Image and to investigate these variables impact on customer loyalty within insurance
companies of Pakistan.
This document summarizes a study that explores the relationship between service quality, customer orientation in call centers, and customer loyalty to the providing organization. The study examines two call centers - one serving individual insurance customers and one serving business customers of a bank. The study aims to test whether higher perceptions of call center service quality and customer orientation are positively related to greater customer loyalty. A survey was conducted of recent call center customers to measure their perceptions of service quality, customer orientation, and loyalty. The results found positive relationships between both service quality and customer orientation with loyalty. Service quality was also found to partially mediate the relationship between customer orientation and loyalty.
A Study of Job Satisfaction in a Call Centre with Special Reference to Pune i...Dr. Amarjeet Singh
This document summarizes a study on job satisfaction among call center employees in Pune, India. The study found that high stress, irregular work hours, and poor work environments in call centers negatively impact employees' job satisfaction. These factors can also cause health issues for call center workers. While call centers have grown and matured as a sector, they still struggle with similar problems regarding employee satisfaction, stress, and turnover. Improving work conditions for employees and service quality for customers will be important for call centers to adapt to changes in communication technology and rising customer expectations.
A Study on Impact of Internal Mobility on Organisational Performance: A Case ...IJLT EMAS
The document discusses a study on the impact of internal mobility on organizational performance at Automotive Axles Pvt Ltd in Mysuru, India. It begins with an abstract that introduces the topic and objectives of understanding how internal mobility of employees directly or indirectly impacts organizational performance.
The methodology section describes the research design, which includes a descriptive study using questionnaires, observations, discussions and company records as primary and secondary data sources. A sample size of 50-60 employees will be used with a non-probability convenience sampling method. Statistical tests like reliability, correlation, regression and factor analysis will be conducted to analyze the relationship between internal mobility as the independent variable and organizational performance as the dependent variable.
The literature review covers several past
The Aim Of This Study Is To Investigate The Reciprocal Relationship Between Job Satisfaction,
Employee Commitment And Organizational Performance. Accordingly, A Linear Structural Equation Model
Was Developed To Delineate The Above Interaction And Explore The Mediating Effects Of Commitment On The
Relationship Between Job Satisfaction And Organizational Performance.
This document summarizes an investigation into the relationship between employee retention policies and employee loyalty within the pharmaceutical sector, using GlaxoSmithKline as a case study. It provides background on the importance of employee retention and factors that influence retention such as career growth, compensation, work environment and satisfaction. The research aims to explore GSK's retention policies and their impact on employee loyalty, and identify factors affecting loyalty. It will propose recommendations to improve retention and loyalty within the organization.
The purpose of this study was to explore the relationship between satisfaction with the organizational communication and external customer orientation among front-line employees in a commercial recreation setting.
This study was conducted in order to evaluate the impact of different factors on workforce at the
industrial parks in Hai Duong Province. The research datawas collected primarily by interviewing production
workers and managers working at different companies at the industrial parks in Hai Duong Province In this
study, the author uses the method of Structure Equation Modeling to analyze the impact of the factors on
workforce development at the industrial parks in Hai Duong Province.
Impact of Customer Value, Public Relations Perception and Brand Image on Cust...Samar Rahi
The purpose of this study is to find an empirical relationship between customer values, Public
Relations Perception, Brand Image and to investigate these variables impact on customer loyalty within insurance
companies of Pakistan.
This document summarizes a study that explores the relationship between service quality, customer orientation in call centers, and customer loyalty to the providing organization. The study examines two call centers - one serving individual insurance customers and one serving business customers of a bank. The study aims to test whether higher perceptions of call center service quality and customer orientation are positively related to greater customer loyalty. A survey was conducted of recent call center customers to measure their perceptions of service quality, customer orientation, and loyalty. The results found positive relationships between both service quality and customer orientation with loyalty. Service quality was also found to partially mediate the relationship between customer orientation and loyalty.
The purpose of this study is to demonstrate the importance of employee engagement and commitment of employees as well as its relationship with employees intention to quit the frontline bank employees in Bandung. The method used is descriptive verification, with a sampling of the population through disproportionate stratified random sampling technique, whereas for data collection questionnaire and conducted engineering. The research subjects were also as the unit of analysis in this study is the frontline employee (teller and customer service) that serve common customers, where this position is vulnerable to turnover, while in fact they are the spearhead of which is connected to the customer's bank. Samples were randomly selected from the 24 banks that are used in this study. A total of 317 respondents participated. Data were analyzed using the Smart PLS 2.0. Linear regression analysis showed no significant linear relationship, strong, and negative between the level of employee engagement and commitment of the employees on the intention to stop level.
A Study Of The Effect Of Organization, Employees Opinion, Experience And Comm...IOSR Journals
Employees form the basis and foundation for the growth of the organization just like a seed giving
rise to a huge tree bearing fruits and vegetables. The employees promote the growth of an organization to
produce useful products beneficial to mankind and the country. Employee satisfaction is defined as “a function
of perceived performance and expectations”. The reasons such as high stress, lack of communication within the
company, recognition, good working conditions or limited growth opportunities force the employees to resign.
My study is focussed on determining the effect of some of the above stated reasons on the employees in order to
achieve maximum career success. To assess the degree of Employee Satisfaction, Questionnaires were
administered to the employees in the real estate company taking a random of seventy employees for the study
and the research methodology to be used for analysis of the study was descriptive and inferential statistics. The
validity of the questionnaire was tested, using the Cronbach Reliability Calculator software. Further, the
influences of demographics such as gender, age, educational qualification, designation and years of experience on their opinions were examined by Chi-Square Test and the effect of the Constructs on Employee Satisfaction were determined by Regression Analysis.
Investigating the main factors that influence employee retention at private u...AI Publications
This study aimed to examine the main factors influencing employee retention at private universities in Kurdistan. A quantitative method was used to analyze the data in this study, the researcher prepared questionnaire and distributed in the private universities. The survey was divided into two sections; the first section was demographic analysis which started with respondent’s age, gender, and level of education. The second section of survey consisted of 28 questions regarding factors affecting employee retention. A random sampling method was used in this study. The researcher distributed 140 questionnaires, 115 questionnaires were received and being completed properly and 25 questionnaires were missing. Participants were varied as for age, gender and level of education. The findings revealed that the highest value was for job security, which demonstrates that the degree of employee retention increases by their job security factors.
This document summarizes a study on evaluating employee satisfaction at a call center in the UK using a corporate social responsibility approach. The study utilizes an existing employee satisfaction model and applies a CSR framework to identify strategic, ethical, and altruistic obligations of organizations regarding employee satisfaction. Surveys were conducted with frontline agents at a mobile communications call center in northwest England. The study aims to determine what factors influence employee satisfaction and expected length of employment, and what variables management can control to improve satisfaction. Key findings indicated flexibility and career prospects were more important to employees than the existing model suggested. The study highlights how employee satisfaction relates to organizational strategy, ethics, and social responsibilities.
In technological developments and the demands of the times, it requires the Regional Secretariat of
East Java Province to have a strategy to provide excellent service to the citizens of East Java. Not achievement
yet of the predicate as a Regional Government with Excellent Service and the existence of various problems and
public complaints related to the public service bureaucracy triggers and spurs the East Java Provincial
Government to realize competitive organizational performance
Self-service technology, service quality, and relationship quality can influence customer loyalty to digital banking services. The study examined these factors' impact on e-loyalty of corporate customers using Bank Mandiri's cash management services. A survey of 115 corporate customers was conducted, and data was analyzed using structural equation modeling. The findings showed that service quality positively influences both relationship quality and e-loyalty. Relationship quality was also found to positively impact e-loyalty. The study aims to provide a comprehensive model of how these factors relate and influence online customer loyalty in the banking sector.
Service+quality+value+allignment+through internal customer orientation in fin...Tapan Panda
This document summarizes a research study that examined service quality and internal customer orientation in an Indian public sector bank. The study surveyed bank employees in branches (front office) and regional loan departments (back office) to compare their perceptions of 14 service quality dimensions. The results found no statistically significant differences between the two groups' responses. However, some differences were observed based on employee demographics. Overall, the study found similarities between front and back office employees' views of service quality, suggesting the bank presents a consistent experience to external customers.
This document summarizes a research study on the antecedents and consequences of job satisfaction and organizational commitment among internal auditors in the telecommunications industry in Indonesia. Specifically, it analyzes how the work environment influences job satisfaction and organizational commitment, and how job satisfaction and organizational commitment then impact organizational citizenship behavior. The study aims to answer four research questions regarding the relationships between these variables. It distributed 162 survey questionnaires to internal auditors and used path analysis to analyze the data. The results showed that a conducive work environment leads to greater job satisfaction and organizational commitment, which then encourage employees to exhibit organizational citizenship behavior to help achieve organizational goals.
The document provides a job analysis report for the position of Retail Salesperson at RadioShack. It details the methods used, including reviewing O*NET data, interviewing subject matter experts, developing and administering a job analysis questionnaire. The questionnaire assessed the tasks, knowledge, skills, abilities, and other characteristics required for the job. Data analysis identified which items met critical cut-offs for importance and frequency. A job description is provided based on the analysis linking essential tasks to the necessary knowledge, skills, abilities, and other characteristics.
This document analyzes the influence of leadership style, organizational behavior, conflict, and work ethic on the performance of civil servant employees in Medan, Indonesia. Data was collected through questionnaires from 180 employees and analyzed using structural equation modeling. The results found that leadership style had a significant effect on organizational behavior and work performance. Organizational behavior directly impacted work performance. Work conflicts and work ethic also had significant direct impacts on work performance. However, leadership style and work conflicts had insignificant direct effects on employee performance, while organizational behavior and work ethic had significant direct impacts. Additionally, work performance had an insignificant effect on employee performance.
The Death of Marketing & The Rise of the Content Engineer 2schulmanthorogood
The document discusses how customer behaviors and demands are changing, requiring companies to adapt their marketing approaches. It outlines the rise of user-generated content and social media as important conversations that companies need to listen to. It then provides guidance on how to become a "content engineer" by understanding goals, creating a content strategy, using data analytics, developing relevant content, distributing content widely, and continuously measuring and optimizing efforts.
INTEGRATION OF IMPORTANCEPERFORMANCE ANALYSIS AND FUZZY DEMATELijcsit
This document discusses integrating importance-performance analysis (IPA) and fuzzy decision making trial and evaluation laboratory (DEMATEL) methods. It proposes a modified IPA model that uses multiple regression analysis to establish relationships between quality attributes and overall satisfaction/importance. It also employs fuzzy DEMATEL to analyze causal relationships and degrees of influence among attributes. This allows modifying attribute importance and improvement priorities based on traditional IPA. An empirical study on a Taiwanese bank illustrates applying the integrated fuzzy DEMATEL-IPA approach.
This document summarizes a research article about employee engagement. It discusses how employee engagement has become an important topic for organizations in retaining top talent. The document defines employee engagement as the level of commitment and involvement an employee has towards their organization. It highlights some of the challenges in engaging today's workforce, such as retaining knowledge workers. The objectives are to review literature on key aspects of employee engagement like drivers, measurement, and impact on productivity. The methodology used includes a literature review of past research studies. Key findings discuss how the concept of employee engagement evolved and how corporate culture influences engagement levels.
Optimizing the Profitable Link Between Employees and Customer Loyalty BehaviorAquent
The document discusses research on employee ambassadorship and its link to customer loyalty and business results. It presents a conceptual model showing that emotionally and rationally committed employees can become advocates who actively promote the brand, while disconnected employees may become saboteurs who negatively impact reputation. Research findings demonstrate strong correlations between employee commitment measures and customer loyalty/satisfaction ratings.
Factors affecting employee retention a comparative analysisAlexander Decker
1) The document analyzes factors affecting employee retention at two heavy engineering organizations in India.
2) It identifies three key factors for retention at each organization through a factor analysis of a questionnaire completed by 100 middle managers.
3) The factors influencing retention differed between the organizations, suggesting retention strategies must consider the unique context of each company.
Effect of Functional Service Quality on Customer Satisfaction and Image and t...inventionjournals
ABSTRACT: This study aim is to investigate the effect of functional service quality on customer satisfaction and corporate image as well as its impact on loyalty intention. The study is conducted on all hotels in Malang City and Batu City. The sample used is the consumer in 11 three-star hotel in Malang City and Batu City with total samples used are312respondents. Data is collected by questionnaire. Data analysis is performed using Structural Equation Model (SEM) with GESCA as analysis tools. Research findings show that Functional Service Quality significant has significant effect on customer satisfaction and corporate image. Functional Service Quality also has significantly effect the loyal intentions. Corporate image significantly affect on customer satisfaction and loyal intentions. Customer satisfaction affect insignificantly on loyal intentions.
This work is aimed at identifying causal factors of attrition & retention and to produce a predictive model that could help to plan reduced attrition and increased retention at management level. This study is triggered due to high attrition scenario in BTO. Key points of this work are
• Attrition & Retention are mutually exclusive, having different set of factors
• A combination Herzberg’s Dual Factor Theory of Motivation, Hackman & Oldham’s Job Characteristic Model and ASA frame work helps best to model the current attrition in the industry.
• There are 8 set of factors which explains attrition and 4 set of factors which explains retention
A combination of Employee Motivation, Employee Satisfaction, Employee Involvement & Life Interest and Work Compatibility ensure prolonged association of an employee to an Organization
Determine the role of customer engagement on relationship qualityAlexander Decker
This document summarizes a conceptual paper that aims to investigate the potential effect of customer engagement on relationship quality and relationship performance. It proposes that customer engagement is based on social exchange theory and is linked to relationship quality and relationship performance. Specifically, it argues that relationship involvement moderates the relationship between customer engagement and relationship quality. The paper provides background on relationship marketing and social exchange theory. It establishes customer engagement as a concept and distinguishes it from similar marketing constructs. The purpose is to determine how customer engagement impacts relationship quality and performance, especially in service industries.
This document provides a summary of Syed Zameer's professional experience and qualifications. It includes:
1. Over 15 years of experience in various HSE roles in India and Qatar, including as an EHS Specialist/Manager, Safety Officer, and Safety Engineer.
2. Educational qualifications including an MBA, diplomas in Fire Safety Engineering and Computer Science, and a Bachelor's degree in Civil Engineering.
3. Relevant professional training in areas such as OSHAS auditing, NEBOSH, hazard identification, and emergency response.
4. Recent role as an EHS Specialist/Manager at GE Water Technologies in India, managing EHS programs across multiple sites.
A Grande Mentira: Você não conseguirá Abrir um Escritório Contábil Sem Experiência.
Caro Amigo Contador,
Este Artigo será polêmico. Vou receber uma enxurrada de críticas.
Mas estou disposto a te contar Toda a Verdade!
Em primeiro lugar qualquer negócio que for iniciar, quando tem experiência será mais fácil em desenvolver.
Contudo, mesmo sem experiência nada impede de você abrir um Escritório Contábil com apenas uma condição de possuir um numero de registro no CRC válido como técnico ou bacharel.
Um Escritório Contábil é igual a qualquer outro tipo de negócio, eu já explique pra você neste artigo e neste outro também.
Você esta terminando a faculdade ou até já terminou, encontrou uma pessoa bacana pra entrar de sócio com você.
Legal! Oba!
Vamos encher o bolso de grana #sóquenão
Porém ambos não possuem experiência suficiente pra iniciar uma Jornada Empreendedora.
As pessoas que te dizem que é melhor você ter experiência estão corretas.
A Responsabilidade de um Escritório Contábil é alta, se você enviar os impostos com o calculo errado para seu cliente, você arcará com o juros e multas.
Se você deixar de transmitir qualquer declaração ao governo, você acará com a multa.
Centenas de Escritórios Contábeis já faliram por causa disto.
Entretanto é possível Abrir um Escritório Contábil Sem Experiência.
acesse para ver o artigo completo em: blog.contadoresdesucesso.com
Shaylynn Macrena Campbell was born in Calgary, Alberta, Canada on February 11th 1999 and currently lives in Nanaimo, BC. She has four main traits: funny, outgoing, caring, and generous. She is related to her mother Sara who lives with her in Nanaimo and cares deeply about her father Logan who lives in Coalhurst, Alberta with her stepmother.
The purpose of this study is to demonstrate the importance of employee engagement and commitment of employees as well as its relationship with employees intention to quit the frontline bank employees in Bandung. The method used is descriptive verification, with a sampling of the population through disproportionate stratified random sampling technique, whereas for data collection questionnaire and conducted engineering. The research subjects were also as the unit of analysis in this study is the frontline employee (teller and customer service) that serve common customers, where this position is vulnerable to turnover, while in fact they are the spearhead of which is connected to the customer's bank. Samples were randomly selected from the 24 banks that are used in this study. A total of 317 respondents participated. Data were analyzed using the Smart PLS 2.0. Linear regression analysis showed no significant linear relationship, strong, and negative between the level of employee engagement and commitment of the employees on the intention to stop level.
A Study Of The Effect Of Organization, Employees Opinion, Experience And Comm...IOSR Journals
Employees form the basis and foundation for the growth of the organization just like a seed giving
rise to a huge tree bearing fruits and vegetables. The employees promote the growth of an organization to
produce useful products beneficial to mankind and the country. Employee satisfaction is defined as “a function
of perceived performance and expectations”. The reasons such as high stress, lack of communication within the
company, recognition, good working conditions or limited growth opportunities force the employees to resign.
My study is focussed on determining the effect of some of the above stated reasons on the employees in order to
achieve maximum career success. To assess the degree of Employee Satisfaction, Questionnaires were
administered to the employees in the real estate company taking a random of seventy employees for the study
and the research methodology to be used for analysis of the study was descriptive and inferential statistics. The
validity of the questionnaire was tested, using the Cronbach Reliability Calculator software. Further, the
influences of demographics such as gender, age, educational qualification, designation and years of experience on their opinions were examined by Chi-Square Test and the effect of the Constructs on Employee Satisfaction were determined by Regression Analysis.
Investigating the main factors that influence employee retention at private u...AI Publications
This study aimed to examine the main factors influencing employee retention at private universities in Kurdistan. A quantitative method was used to analyze the data in this study, the researcher prepared questionnaire and distributed in the private universities. The survey was divided into two sections; the first section was demographic analysis which started with respondent’s age, gender, and level of education. The second section of survey consisted of 28 questions regarding factors affecting employee retention. A random sampling method was used in this study. The researcher distributed 140 questionnaires, 115 questionnaires were received and being completed properly and 25 questionnaires were missing. Participants were varied as for age, gender and level of education. The findings revealed that the highest value was for job security, which demonstrates that the degree of employee retention increases by their job security factors.
This document summarizes a study on evaluating employee satisfaction at a call center in the UK using a corporate social responsibility approach. The study utilizes an existing employee satisfaction model and applies a CSR framework to identify strategic, ethical, and altruistic obligations of organizations regarding employee satisfaction. Surveys were conducted with frontline agents at a mobile communications call center in northwest England. The study aims to determine what factors influence employee satisfaction and expected length of employment, and what variables management can control to improve satisfaction. Key findings indicated flexibility and career prospects were more important to employees than the existing model suggested. The study highlights how employee satisfaction relates to organizational strategy, ethics, and social responsibilities.
In technological developments and the demands of the times, it requires the Regional Secretariat of
East Java Province to have a strategy to provide excellent service to the citizens of East Java. Not achievement
yet of the predicate as a Regional Government with Excellent Service and the existence of various problems and
public complaints related to the public service bureaucracy triggers and spurs the East Java Provincial
Government to realize competitive organizational performance
Self-service technology, service quality, and relationship quality can influence customer loyalty to digital banking services. The study examined these factors' impact on e-loyalty of corporate customers using Bank Mandiri's cash management services. A survey of 115 corporate customers was conducted, and data was analyzed using structural equation modeling. The findings showed that service quality positively influences both relationship quality and e-loyalty. Relationship quality was also found to positively impact e-loyalty. The study aims to provide a comprehensive model of how these factors relate and influence online customer loyalty in the banking sector.
Service+quality+value+allignment+through internal customer orientation in fin...Tapan Panda
This document summarizes a research study that examined service quality and internal customer orientation in an Indian public sector bank. The study surveyed bank employees in branches (front office) and regional loan departments (back office) to compare their perceptions of 14 service quality dimensions. The results found no statistically significant differences between the two groups' responses. However, some differences were observed based on employee demographics. Overall, the study found similarities between front and back office employees' views of service quality, suggesting the bank presents a consistent experience to external customers.
This document summarizes a research study on the antecedents and consequences of job satisfaction and organizational commitment among internal auditors in the telecommunications industry in Indonesia. Specifically, it analyzes how the work environment influences job satisfaction and organizational commitment, and how job satisfaction and organizational commitment then impact organizational citizenship behavior. The study aims to answer four research questions regarding the relationships between these variables. It distributed 162 survey questionnaires to internal auditors and used path analysis to analyze the data. The results showed that a conducive work environment leads to greater job satisfaction and organizational commitment, which then encourage employees to exhibit organizational citizenship behavior to help achieve organizational goals.
The document provides a job analysis report for the position of Retail Salesperson at RadioShack. It details the methods used, including reviewing O*NET data, interviewing subject matter experts, developing and administering a job analysis questionnaire. The questionnaire assessed the tasks, knowledge, skills, abilities, and other characteristics required for the job. Data analysis identified which items met critical cut-offs for importance and frequency. A job description is provided based on the analysis linking essential tasks to the necessary knowledge, skills, abilities, and other characteristics.
This document analyzes the influence of leadership style, organizational behavior, conflict, and work ethic on the performance of civil servant employees in Medan, Indonesia. Data was collected through questionnaires from 180 employees and analyzed using structural equation modeling. The results found that leadership style had a significant effect on organizational behavior and work performance. Organizational behavior directly impacted work performance. Work conflicts and work ethic also had significant direct impacts on work performance. However, leadership style and work conflicts had insignificant direct effects on employee performance, while organizational behavior and work ethic had significant direct impacts. Additionally, work performance had an insignificant effect on employee performance.
The Death of Marketing & The Rise of the Content Engineer 2schulmanthorogood
The document discusses how customer behaviors and demands are changing, requiring companies to adapt their marketing approaches. It outlines the rise of user-generated content and social media as important conversations that companies need to listen to. It then provides guidance on how to become a "content engineer" by understanding goals, creating a content strategy, using data analytics, developing relevant content, distributing content widely, and continuously measuring and optimizing efforts.
INTEGRATION OF IMPORTANCEPERFORMANCE ANALYSIS AND FUZZY DEMATELijcsit
This document discusses integrating importance-performance analysis (IPA) and fuzzy decision making trial and evaluation laboratory (DEMATEL) methods. It proposes a modified IPA model that uses multiple regression analysis to establish relationships between quality attributes and overall satisfaction/importance. It also employs fuzzy DEMATEL to analyze causal relationships and degrees of influence among attributes. This allows modifying attribute importance and improvement priorities based on traditional IPA. An empirical study on a Taiwanese bank illustrates applying the integrated fuzzy DEMATEL-IPA approach.
This document summarizes a research article about employee engagement. It discusses how employee engagement has become an important topic for organizations in retaining top talent. The document defines employee engagement as the level of commitment and involvement an employee has towards their organization. It highlights some of the challenges in engaging today's workforce, such as retaining knowledge workers. The objectives are to review literature on key aspects of employee engagement like drivers, measurement, and impact on productivity. The methodology used includes a literature review of past research studies. Key findings discuss how the concept of employee engagement evolved and how corporate culture influences engagement levels.
Optimizing the Profitable Link Between Employees and Customer Loyalty BehaviorAquent
The document discusses research on employee ambassadorship and its link to customer loyalty and business results. It presents a conceptual model showing that emotionally and rationally committed employees can become advocates who actively promote the brand, while disconnected employees may become saboteurs who negatively impact reputation. Research findings demonstrate strong correlations between employee commitment measures and customer loyalty/satisfaction ratings.
Factors affecting employee retention a comparative analysisAlexander Decker
1) The document analyzes factors affecting employee retention at two heavy engineering organizations in India.
2) It identifies three key factors for retention at each organization through a factor analysis of a questionnaire completed by 100 middle managers.
3) The factors influencing retention differed between the organizations, suggesting retention strategies must consider the unique context of each company.
Effect of Functional Service Quality on Customer Satisfaction and Image and t...inventionjournals
ABSTRACT: This study aim is to investigate the effect of functional service quality on customer satisfaction and corporate image as well as its impact on loyalty intention. The study is conducted on all hotels in Malang City and Batu City. The sample used is the consumer in 11 three-star hotel in Malang City and Batu City with total samples used are312respondents. Data is collected by questionnaire. Data analysis is performed using Structural Equation Model (SEM) with GESCA as analysis tools. Research findings show that Functional Service Quality significant has significant effect on customer satisfaction and corporate image. Functional Service Quality also has significantly effect the loyal intentions. Corporate image significantly affect on customer satisfaction and loyal intentions. Customer satisfaction affect insignificantly on loyal intentions.
This work is aimed at identifying causal factors of attrition & retention and to produce a predictive model that could help to plan reduced attrition and increased retention at management level. This study is triggered due to high attrition scenario in BTO. Key points of this work are
• Attrition & Retention are mutually exclusive, having different set of factors
• A combination Herzberg’s Dual Factor Theory of Motivation, Hackman & Oldham’s Job Characteristic Model and ASA frame work helps best to model the current attrition in the industry.
• There are 8 set of factors which explains attrition and 4 set of factors which explains retention
A combination of Employee Motivation, Employee Satisfaction, Employee Involvement & Life Interest and Work Compatibility ensure prolonged association of an employee to an Organization
Determine the role of customer engagement on relationship qualityAlexander Decker
This document summarizes a conceptual paper that aims to investigate the potential effect of customer engagement on relationship quality and relationship performance. It proposes that customer engagement is based on social exchange theory and is linked to relationship quality and relationship performance. Specifically, it argues that relationship involvement moderates the relationship between customer engagement and relationship quality. The paper provides background on relationship marketing and social exchange theory. It establishes customer engagement as a concept and distinguishes it from similar marketing constructs. The purpose is to determine how customer engagement impacts relationship quality and performance, especially in service industries.
This document provides a summary of Syed Zameer's professional experience and qualifications. It includes:
1. Over 15 years of experience in various HSE roles in India and Qatar, including as an EHS Specialist/Manager, Safety Officer, and Safety Engineer.
2. Educational qualifications including an MBA, diplomas in Fire Safety Engineering and Computer Science, and a Bachelor's degree in Civil Engineering.
3. Relevant professional training in areas such as OSHAS auditing, NEBOSH, hazard identification, and emergency response.
4. Recent role as an EHS Specialist/Manager at GE Water Technologies in India, managing EHS programs across multiple sites.
A Grande Mentira: Você não conseguirá Abrir um Escritório Contábil Sem Experiência.
Caro Amigo Contador,
Este Artigo será polêmico. Vou receber uma enxurrada de críticas.
Mas estou disposto a te contar Toda a Verdade!
Em primeiro lugar qualquer negócio que for iniciar, quando tem experiência será mais fácil em desenvolver.
Contudo, mesmo sem experiência nada impede de você abrir um Escritório Contábil com apenas uma condição de possuir um numero de registro no CRC válido como técnico ou bacharel.
Um Escritório Contábil é igual a qualquer outro tipo de negócio, eu já explique pra você neste artigo e neste outro também.
Você esta terminando a faculdade ou até já terminou, encontrou uma pessoa bacana pra entrar de sócio com você.
Legal! Oba!
Vamos encher o bolso de grana #sóquenão
Porém ambos não possuem experiência suficiente pra iniciar uma Jornada Empreendedora.
As pessoas que te dizem que é melhor você ter experiência estão corretas.
A Responsabilidade de um Escritório Contábil é alta, se você enviar os impostos com o calculo errado para seu cliente, você arcará com o juros e multas.
Se você deixar de transmitir qualquer declaração ao governo, você acará com a multa.
Centenas de Escritórios Contábeis já faliram por causa disto.
Entretanto é possível Abrir um Escritório Contábil Sem Experiência.
acesse para ver o artigo completo em: blog.contadoresdesucesso.com
Shaylynn Macrena Campbell was born in Calgary, Alberta, Canada on February 11th 1999 and currently lives in Nanaimo, BC. She has four main traits: funny, outgoing, caring, and generous. She is related to her mother Sara who lives with her in Nanaimo and cares deeply about her father Logan who lives in Coalhurst, Alberta with her stepmother.
This document discusses intercompany billing between sales company code 1000 and manufacturing plant 1010. It includes the sales order, delivery document, goods issue document, billing documents, and EDI settings to trigger automatic vendor account posting for the intercompany billing. Key details are the sales order number, material code, pricing conditions, document types, and test account used.
Modified bitumen multi-ply roofing systems provide redundancy through multiple layers of membrane protection compared to single-ply roofs. They have longer service life due to thicker, specialized membrane plies and increased puncture and weather resistance. While both system types can be installed with a 20+ year warranty, multi-ply offers more installation and repair flexibility through multiple attachment and surface options tailored to a building's unique needs and climate.
This document provides a summary of UFC 3-110-03, which establishes unified facilities criteria for roofing design for the Department of Defense (DoD). It updates and cancels several previous roofing design documents. The UFC includes general design requirements for both low-slope and steep-slope roof systems. For low-slope roofs, it provides criteria for roof decks, insulation, cover boards, and various membrane types. The UFC aims to coordinate roofing design with current industry standards to provide familiar and up-to-date criteria for designers and contractors, while continuing to rely on commercial standards to minimize future revisions.
Commercial roofing faces many challenges including weather damage from rain, wind, snow and sun exposure which can degrade roof materials over time. Proper maintenance is important to prevent leaks and extend the life of the roof. Using quality roofing materials and hiring experienced roofing contractors can help building owners address issues before they become costly problems and result in damage to the building or its contents.
This document discusses the benefits of multi-ply roofing systems compared to single-ply systems. It notes that multi-ply systems provide redundancy through multiple waterproof layers that work together to defend against punctures, heat, UV light, and other threats. This redundancy extends the service life of the roof by allowing repairs to individual layers without replacing the whole system. The document also highlights how multi-ply systems are better suited than single-ply for withstanding foot and vehicle traffic during installation and maintenance of rooftop equipment over the roof's lifetime.
This document summarizes an interview with Anusha Rahman, Pakistan's Minister of State for IT and Telecom. Some key points:
- Pakistan was recently elected to an executive position on the International Telecom Union council, which Rahman sees as recognition of progress under the current government.
- A new telecom policy framework is being drafted to promote spectrum sharing, cross-border connectivity, and universal access through 500 planned Universal Telecenters.
- Rahman's priorities include expanding mobile broadband and fiber connectivity, using funds like the Universal Service Fund to empower women and youth in underserved areas through telecenters and skills training.
- E-government initiatives are being replicated across ministries to improve efficiency
Coach youth soccer teams
ages 5-12, focusing on character
development, teamwork, and fun
Volunteer: Serve as chaplain for NG3
youth basketball teams, providing
spiritual guidance and counseling to
players and coaches
This document provides information on commercial roofing systems from XtraFlex. It discusses XtraFlex's commitment to green technology and sustainable manufacturing practices. The document includes descriptions of various XtraFlex roof system options like self-adhered, heat welded, mechanically attached, and liquid applied systems. Application instructions and benefits of XtraFlex systems are also summarized.
The Latest in API Orchestration, Mediation, and IntegrationAkana
Once you have designed your API interface, the next task becomes implementation. Often, this requires some form of orchestration, mediation and/or integration to new or existing assets and Microservices. The next generation of the Akana Platform provides our customers with the ability to more quickly and easily move from designing the API interface into implementing the API through configurable orchestration, mediation, and integration capabilities. In this webinar, you will:
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This document provides an overview of the Pakistani banking sector in 2014. It notes that while macroeconomic conditions improved last year, it was a challenging year for banks. Banks had shifted away from private sector lending after the 2008 financial crisis and instead focused on low-risk government bonds. This led to declining private sector credit and economic growth. However, government bond issuance boosted bank profits in 2014 without real banking activity. The document calls for banks to refocus on commercial and private sector lending in 2015, such as consumer, SME, mortgage, and corporate lending, to maintain profitability as bond issuance declines. It also discusses challenges around improving recovery laws, expanding financial inclusion, and growing the Islamic banking sector.
This document provides an overview of the Pakistani banking sector in 2013. It contains several articles and interviews on topics related to economics, finance, and banking in Pakistan. The editor's note provides commentary on the State Bank of Pakistan's economic review and monetary policies. It questions whether sufficient monitoring of the financial market has occurred and why credit growth has failed to support SMEs and regional development. The banking sector has shown strong performance but economic growth has been sluggish since 2007. Overall, the document examines issues facing the banking industry and economy in Pakistan.
This document provides a summary of Dagmark Losenski's experience and qualifications. It summarizes her as a results-focused management professional with over 15 years of experience leading teams and transforming staff into leaders. Her experience includes owning a fashion design business and managing retail stores. She also has experience working in IT project management and logistics in Austria.
Running head: CORPORATE IT 1
PROJECT PLAN 5
CUSTOMER SERVICE: PROJECT PLANAbstract
The study sought to identify some of the challenges that may accrue to corporate IT because of a poor customer care service offered to the clients, as well as indicating the role of good customer care service in improving the sales and talking to managers working in corporate IT sector to identify their views on this subject matter. The reason for the study was to achieve a far reaching comprehension of the components corporate IT impact in the organizations that are spoken to by their relations with their suppliers, merchants, merchants and clients on the gauges that are identified with client benefit as respects the nature of administration. The study depended on an extrapolation and a finding of the present circumstance of corporate IT, an examination of its responsiveness to prerequisites of its encompassing surroundings, and elevating the viability by which the administration reacts to various difficulties, particularly in enhancing the business administration and client benefit.
Table of Contents
2Abstract
Research Problem
4
Hypothesis
4
Background
4
Objectives
5
Methods
6
Data and Execution
7
Results and discussions
8
Trend of reduced customer satisfaction
8
Communication system
8
Products flow
9
Managing the internal operations effectively
9
Effectiveness of the research
10
Conclusion
11
Research Problem
Since there is a considerable measure of establishments and authoritative ideas that have developed in corporate IT in the course of the last couple of decades, the shape and nature of association with suppliers and customers in equivalent measure has changed towards more collaboration for an arrangement of a sound client benefit relationship between the gatherings included. With an end goal to diminishing the costs included, the principle look into question was figured. What is the impact of a fruitful corporate IT in enhancing client benefit (Shoghari, 2016).
Hypothesis
There is no statistically significant effect that lies between corporate IT variables on customer service; this is the first significant hypothesis that the study intends to test. The factors incorporate its association with suppliers, association with merchants and wholesalers. The second theory is; there is no measurably critical contrast between the normal reactions of those questioned about the effect of corporate IT on client benefit because of individual factors like sexual orientation age, training and years of administration or capability. For this study, we will base the project on the first hypothesis as mentioned above.
Background
A corporation’s expertise contributes a pivotal role in the correct identification of a superiority client. The scen ...
Ataullah Muneeb and Matiullah Shinwari. “Customer Relation Management (CRM) and its Impact on Organizational Performance: A Case of Etisalat Telecommunication in Afghanistan” United International Journal for Research & Technology (UIJRT) 1.4 (2019): 01-09
The Role of Customer Relationship Management (CRM) in Improving Customer serv...AJSSMTJournal
This study aimed at identifying Customer Relationship Management (CRM) in improving customer services (responding time,
customer experience and product diversity) in the Cairo Amman Bank (CAB). The authors employed a predictive-descriptive
approach to identify the level of CRM at CAB. Male and female employees at CAB (No.327) participated in the study. A
questionnaire prepared to measure the role of CRM in improving customer services was implemented. Means, standard
deviations, multiple linear regression and 1-Way ANOVA analyses were used to examine the data. CRM from the perspective
of CAB employees scored a high level at overall test. Customer services level from the perspective of the employees at CAB
and its dimensions scored high. The predictive model of CRM and customer services from employee’s perspective was
statistically significant. Based on these results, the authors recommend ACB to take more interest in improving its CRM to
obtain customers satisfaction by encouraging customers to provide the company with feedback that improves the services
provided to them.
The Qualitative Measurement towards Organizational Behaviour by using Kano Me...Dr. Amarjeet Singh
This research aims to study the organizational
behavior of the employees by using SERVQUAL and Kano
model. The usual application of SERVQUAL and Kano model
is to find out the needs of the customer but for this research, it
is used to find out the employees needs and feelings towards
the organizational. SERVQUAL used to do a gap analysis of
an organization's service quality performance against the
service quality needs of its customers. The Kano Model
classifies product attributes based on how they are perceived
by customers and their effect on customer satisfaction. The
Kano model defines various product attributes that are
considered important to customers and as a decision maker.
As result, the attributes that has the biggest factor in the
behaviour of the employees are Managers being in the office to
guide the employees, Managers helping the employees with the
job, All employees able to finish the job on time and
Employees respond towards a strict manager. These factors
will have a big impact towards the CRM.
Running head IMPROVING EMPLOYEE RETENTION RATE IN THE AUTOMOTI.docxjoellemurphey
Running head: IMPROVING EMPLOYEE RETENTION RATE IN THE AUTOMOTIVE SECTOR
IMPROVING EMPLOYEE RETENTION IN THE AUTOMOTIVE SECTOR
IMPROVING EMPLOYEE RETENTION RATE IN THE AUTOMOTIVE SECTOR
Table of Contents
Page Number
Executive summary………………………………………………………………………………. 2
Chapter 1 Problem Definition, Background to the Study…………………………………………4
Chapter 2 Literature Review……………………………………………………………………12
Chapter 3 Research Methodology……………………………………………………………....19
Chapter 4 Data Analysis Future…………………………………………………………………22
Chapter 5 Summary, Conclusions, and Recommendations Future ……………………………..28
Terminology and Definitions Page
References Pages……………………………………………………………………………..31-35
Appendix A Permission to Conduct Study
Appendix B Consent Form (Anonymous Survey, Informal
Interview or Formal Interview)
Appendix C Survey/Interview Questions
Executive Summary
The purpose of this study and research will be is to show the flaws in the current logistics process and to develop a positive reinforcement for employees in the automotive sector. In doing so, the employees will develop a comfortable attitude in adjusting to the changes in the layout of how the company’s foundation is built and how that foundation’s usefulness is a major contributing factor to the overall success of the business, especially considering the fact that the automotive sector has at least one hundred thousand employees. Creating this survey offered the opportunity to find out what the root cause is of why employees are not reporting to work either on time, or at all. This methodology will be used to elaborate the data compiled in the company’s daily, weekly, monthly, and yearly reports. These same reports describe and display the hourly needs of employees, lost hour cases, vacation, personal time off, rehabilitation and training in the facility.
The company believes that with the proper resources in the production environment, and along with reliability, simplicity, and fundamental training skills there can definitely be a major change in the way employee retention can be improved. The company also agrees that they have a mutual obligation to sustain a foundation by incorporating a trustworthy dedicated program while leading the necessary awareness of training. The major conclusions drawn were that the observations and experiences of the data displayed will provide one the company with the knowledge to seek ways to reduce and eventually eliminate lost hours worked that occur in the workplace. The goal is to change the perception of the employees so they may by getting them to assist using suggestion programs in the hopes of future success.
Currently, the most important recommendationsare is that the automakers continue with the internal process implemented at this time. Further Additional research indicated that based on ...
Communication and Control Processes in the Delivery of Se.docxmadlynplamondon
'We don't know what they want from us.'
Branch manager: 'They don't know what we do.'
The quality of upward communication is also af-
fected by the number of hierarchical levels between
contact personnel and top managers. The more levels,
the greater the opportunity for distortion of messages
as they pass through the chain of command (Daft and
Lengel 1984). In large service organizations, the num-
ber of levels can be substantial. For example, in a
major bank, a teller's message about a customer prob-
lem may have to pass through the branch manager,
regional manager, divisional manager, and senior vice
president before reaching the president.
Levels
This study examines employee engagement in two Indian companies across different industries. It collected primary data through questionnaires and interviews from 50 employees across various departments. The objectives were to understand employee satisfaction, communication between management and employees, work culture, reward schemes, and grievance reduction. The significance of the study is that engaged employees positively impact business results through performance, motivation, profitability, customer satisfaction, and loyalty. The research design used descriptive research through a closed-ended questionnaire with convenience sampling. Secondary data also informed the study.
Organizational Efficiency and Internal Customer Satisfaction: A Case Study of...paperpublications3
This document discusses organizational efficiency and internal customer satisfaction at Accra Technical University. It conducted a study using questionnaires with 75 employees to examine the relationship between internal customer satisfaction and organizational efficiency. The results found that slightly over half of respondents were satisfied with support from coworkers, but the majority were dissatisfied with the organization's efficiency. It recommends that management improve communication systems and reward employees for excellent results to increase motivation and help the university succeed.
This document discusses the importance of linking employee experience (EX) to customer experience (CX) through developing employee personas and ambassadorship. It provides examples showing the strong correlation between employee commitment, satisfaction, and advocacy with customer loyalty, spending, and perceptions. The document advocates developing employee personas using both qualitative and quantitative research to understand what motivates employees and how their experiences impact CX delivery. This helps optimize EX design to create employee ambassadors committed to delivering value to customers.
Application of Customer Relationship Management (Crm) Dimensions: A Critical ...IJMERJOURNAL
ABSTRACT”: Customer relationship management is crucial due to the competitive environment. For this reason, it has become a widely implemented strategy across the hotel industry in retaining customers and maintaining good relationships with them. It also promotes customer satisfaction and loyalty which lead to the achievement of competitive business performance. However, due to the ever-increasing competition and the continuous changing customers’ needs in the hotel industry, the ability to achieve customer satisfaction is becoming a major challenge. Using 40 respondents from 20 hotels, this paper, therefore, explores the managers’ perspective into how the application of CRM dimensions impact on the performance of hotels and also examines the relationships between them since studies evaluating their relationships are limited. It studies CRM from the hotels’ perceptive as Guest Services Managers and Marketing Managers were the respondents. This study employed an exploratory research design and quantitative technique. The survey was conducted in New Delhi and simple random sampling was the sampling technique used to select respondents. With the study’s objectives in mind, the developed research hypotheses constructed were tested using multiple regression analysis as the statistical tool. Through the results, it has been revealed that CRM dimensions are positively related to the performance of hotels. Finally, CRM dimensions are highly recommended as a competitive strategic tool to enhance competitiveness.
CONCEPTUALTHEORETICAL PAPERCustomer engagement in serviceAlleneMcclendon878
CONCEPTUAL/THEORETICAL PAPER
Customer engagement in service
V. Kumar1,2,3,4 & Bharath Rajan1 & Shaphali Gupta1,5 & Ilaria Dalla Pozza6
Received: 1 February 2017 /Accepted: 20 September 2017 /Published online: 7 October 2017
# Academy of Marketing Science 2017
Abstract We develop a framework to facilitate customer en-
gagement in service (CES) based on the service-dominant (S-
D) logic. A novel feature of this framework is its applicability
and relevance for firms operating both in developed and emerg-
ing markets. First, we conduct a qualitative study involving
service managers from multinational companies (MNCs)
across the developed and emerging markets to understand the
practitioner viewpoints. By integrating the insights from the
interviews and the relevant academic literature, this framework
explores how interaction orientation and omnichannel model
can be used to create positive service experience. We also iden-
tify the factors that moderate the service experience, and
categorize them as follows: offering-related, value-related, en-
abler-related, and market-related. Further, we also propose that
perceived variation in service experience moderates the influ-
ence of service experience on satisfaction and emotional attach-
ment, which ultimately impacts customer engagement (CE).
From these factors, we advance research propositions that dis-
cuss the creation of positive service experience. One of the
study’s key contributions is that MNCs can focus their attention
on the moderators to ensure consistency in positive service
experience, in an effort to enhance CE.
Keywords Service experience . Customer engagement .
Developed markets . Emerging markets . Service-dominant
logic
Introduction
The emergence of service activities globally can be observed
at the firm level through the concept of customer engagement
(CE). In such an environment, engaging with customers has
been recognized as a viable way for enhancing brand and firm
performance (Gartner 2014). For instance, Gallup research
found that on a per-trip basis, Bfully engaged^ customers in
the consumer electronics industry spent $373, compared to
$289 by the Bactively disengaged^ customers (Sorenson and
Adkins 2014). With financial performance at stake, service
firms would, therefore, be more inclined to engage with their
customers.
Research studies have identified CE as a key success factor
for firms (Kumar and Pansari 2016; Verhoef et al. 2010). In
this regard, value contribution from customers to the firms
extends beyond just purchases transactions to also include
non-purchase related customer behaviors (Kumar and
Reinartz 2016). All these ways of customer value contribution
Satish Jayachandran served as Area Editor for this article.
* V. Kumar
[email protected]
Bharath Rajan
[email protected]
Shaphali Gupta
[email protected]
Ilaria Dalla Pozza
[email protected]
1 Center for Excellence in Brand & Customer Management, J. Mack
Robinson College of Business, Georgia State Univ ...
employee and service quality final.edited.docxErickKinoti1
This research proposal examines the impact of employee satisfaction and quality of service for online businesses in Malaysia. The proposal outlines the background, problem statement, research questions, objectives, and significance of the study. The problem statement indicates that while online businesses have modernized strategies and technologies, the relationship between employee satisfaction and service quality has not been well-studied. The research aims to examine the correlation and impact of employee satisfaction on service quality for online businesses. The study seeks to establish this relationship and provide insights to improve employee satisfaction and service quality.
Customer Relationship Management And Organizational Performance: A Conceptual...IOSR Journals
Customers have become crucial for every organization. Due to the competitive environment,
customer relationship management (CRM) is one of the important business strategy for companies. Banks can
benefit from focusing and concentrating on Customer Relationship Management . There is a stiff competition
in the banking industry in Iran . So Iranian banks try to reform their strategies and process to achieve
competitive advantage. The customers are an important element that helps the bank to achieve this objective .
Banks try to notice the customers requirements and needs for satisfying their customers . Iranian Banks went
through reform from product orientation to customer orientation. More importantly, the banks realized that
building long-term relationship with their customer is crucial for achieving sustainable competitive advantage
and improving performance. This study examined the link between customer relationship management and
different measures of performance on the banking sector. Data were collected from the bank sectors in Iran.
Based on extensive review of literature, the sub processes in implementing CRM were extracted and also four
measures of Balanced scorecard applied to performance. The results indicated that CRM processes are
associated with bank performance.
The document discusses Maersk's compensation philosophy, describing how they compensate executive and non-executive employees through various packages. It also examines how external factors like the job market influence Maersk's compensation strategy. Additionally, the document outlines the value of salary surveys and advantages of discretionary benefits Maersk provides to employees.
Running head DISCUSSION 1DISCUSSION 2Discussi.docxsusanschei
Running head: DISCUSSION 1
DISCUSSION 2
Discussion: First of Several Connections Made
Student’s Name
Institutional Affiliation
Discussion: First of Several Connections
The first connection that I draw from the MSOLM program content, the Abrashoff texts and my professional experiences is the importance of leadership in team building. The MSOLM program sheds light on the idea that the leader should have a sense of personal purpose towards the attainment of the organization or team’s overall mission. To realize this objective, the leader plays an integral role in building and maintaining team cohesion by unleashing the energies of team members (Speak Inc, 2012). This can be attained through appealing to their natural impulses to learn. Thus, my understanding of leadership has been to engage employees into activities that they view as worthy of their utmost commitment. There is no better way to do this than to encourage the spirit of team work that makes use of each and every member’s maximum potentials towards the realization of the common objective and purpose.
Like the MSOLM program, Abrashoff’s texts confirm the premise that effective leadership promotes team cohesion and strength. When Abrashoff takes command of the USS Benfold, he realizes that he is not only a leader, but also a team builder. During that turning point of his life, the morale of members was low, while the turnover was high and unprecedented. However, by employing leadership skills that bring team members together and focusing on each others’ strengths, his ship served as the benchmark for performance (Abrashoff, 2012). This inspiring text is founded on the vital leadership insights that Abrashoff gains as he leads the remarkable turnaround of the ship (SPEAK Inc, 2012). Unlike the traditional command and control model of leadership practiced in the military and other business organizations, Abrashoff employs a leadership style that empowers team members by making them feel that they form a special part of the entire organization. In so doing, he encourages members to actively participate in the decision-making process by providing their views and sentiments. As a result, Abrashoff manages to make sound decisions that are guided by insights from his followers.
Based on the above insights and personal experiences, I have learned that most leaders erroneously think that the primary cause of poor performance and productivity is low wages. However, a rich collection of course contents and Abrashoff’s texts have enlightened me that lack of team spirit that encourages equality tops the list of possible causes of lack of team productivity. As Abrashoff (2012) states, not being treated with respect or dignity, and being deterred from making impact on the organization, reduce team morale. Therefore, encouraging a listening spirit and rewarding positive performance are manifestation of good leadership.
References
Abrashoff, D. M. (2012). It's your ship: Management t ...
As part of Mercer's commitment to providing clients with research-based solutions, Mercer’s employee research group conducts a series of national studies around the globe, entitled What’s Working™.
These studies allow us to analyze national trends regarding employee perceptions and to identify the key drivers of employee engagement – by country and on a global basis.
Mercer: What's Working Research on Employee EngagementElizabeth Lupfer
As part of Mercer's commitment to providing clients with research-based solutions, Mercer’s employee research group conducts a series of national studies around the globe, entitled What’s Working™.
These studies allow us to analyze national trends regarding employee perceptions and to identify the key drivers of employee engagement – by country and on a global basis.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
IRJET- Determinants of Employee Loyalty- A Literature ReviewIRJET Journal
This document summarizes research on the determinants of employee loyalty. It reviews 32 articles on factors that influence employee loyalty, including job satisfaction, compensation, career development opportunities, leadership, organizational culture, and work environment. The review found that compensation, empowerment, trust in management, personal growth opportunities, and job satisfaction are key predictors of employee loyalty. Maintaining loyal employees is important for organizational success and performance.
IRJET- Determinants of Employee Loyalty- A Literature Review
Jsm 09-2013-0237
1. Journal of Services Marketing
The role of external customer mind-set among service employees
Rajesh Iyer Mark C Johlke
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Rajesh Iyer Mark C Johlke , (2015),"The role of external customer mind-set among service employees", Journal of Services
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3. their prices and availability) and those that are simply beyond
the control of anyone in the organization (e.g. general
economic conditions and competitor actions). Therefore,
many researchers concentrate their efforts on understanding
those factors operating at the operational level of the
individual front-line employee, as they may offer the most
efficient and direct means to improve employee and customer
outcomes. With all of this in mind, Kennedy et al. (2002)
developed the concept of customer mind-set (CMS) as a way
to conceptualize and measure the degree to which the firm’s
level of market orientation extends all the way to the beliefs of
its individual front-line employees.
Defined as:
[. . .] the extent to which an individual employee believes that
understanding and satisfying customers, whether internal or external to the
organization, is central to the proper execution of his or her job (Kennedy
et al., 2002, p. 159), they propose that CMS “will allow for operational-level
analysis of the extent to which a customer orientation is embraced
throughout an organization, permitting managers to implement targeted
improvement strategies”(Kennedy et al., 2002).
The goal of this research project is to help managers do exactly
this by further investigating the potential antecedents and
employee outcomes associated with the external, customer-
oriented dimension of CMS (henceforth referred to as
ECMS). First, a model containing potential antecedents
and outcomes of front-line employee ECMS is developed
by drawing upon findings from the sales, marketing,
management, services and organizational behavior literatures.
The hypothesized model is shown in Figure 1. Next, the
methodology used to test the hypothesized model on a sample
of front-line employees is described, and the outcomes and
implications of the findings are discussed. As the results
broadly support the proposed model, both managers and
researchers are provided with a better understanding of the
nature and structure of this important front-line employee
belief.
2. Customer mind-set
Kennedy et al. (2002, p. 159) observe that marketing research
has provided firms with a “prescriptive theme for success”, i.e.
market orientation, and that firms must develop an
organizational culture that embraces and implements its
prescriptions. The foundation of CMS is firmly grounded in
the theory of market orientation, which itself is founded on the
three pillars of customer focus, integrated marketing and
long-term goal attainment. Deshpande (1999) concluded that
market orientation operates at three levels within the
organization: as a culture, a strategy and as tactics. The
cultural aspect of market orientation focuses on the shared
values and beliefs that put customers first in the organization.
As a strategy, market orientation assists in the creation of value
for its customers, while as a tactic it assures that the functional
processes and activities are aimed at satisfying the customers.
Every organization that wishes to develop a marketing
orientation must identify their customers, coordinate a strategic
response and monitor the success of its implementation in that it
permeates through all operations of the organization and is
accepted by individual workers at every level (Kennedy et al.,
2002). Accordingly, market orientation researchers (Kohli
and Jaworski, 1990; Saxe and Weitz, 1982; Schneider and
Bowen, 1985) have primarily focused on work climates as
manifested in the organization’s activities and its employee’s
behaviors. CMS focuses on culture which helps understand
the extent to which workers within an organization have
embraced the idea of customer-oriented beliefs.
While these researchers have found that higher levels of
market orientation within organizations are consistently
associated with increased firm performance, most of this
research has used the organization itself as the unit of analysis
and so have depended upon top managers to evaluate and
report an aggregate, firm-wide level of market orientation
and performance. This method has clearly provided managers
and researchers with extremely useful insights, yet its reliance
on a “top-down” view of the firm may obscure important gaps
in understanding and implementing market orientation at
lower levels of the organization. In other words, as a market
orientation culture needs to be built and exercised at all
organizational levels, for a firm to wring maximum benefits
from its market orientation what is needed is an accurate
means to analyze its application at lower levels of the firm,
especially at the operational level. As a result, Kennedy et al.
(2002) developed the CMS concept and described its two
separate dimensions based on who actually receives the
employee’s work output.
The first dimension, internal CMS (ICMS), expressly refers
to those individuals or departments within the same firm who
receive the output of another’s work, e.g. a firm’s production
capabilities affect product availability and thus the sales force’s
ability to promise delivery dates, etc. In a services context, this
can be seen in a chef’s recognition and mindfulness that his/
her ability to properly prepare dishes in a timely manner has a
direct and substantial effect on the wait staff’s ability to
serve the customers who choose to dine at that restaurant. The
second dimension, external CMS (ECMS), refers to those
individuals or entities situated outside of the firm who receive
the output of an employee’s work, e.g. primarily customers
who purchase and use the firm’s products. Kennedy et al.
(2002) developed and tested separate scales to measure each
dimension and found that they exhibited acceptable
unidimensionality, reliability, discriminant validity (by virtue
of being found distinct from the customer orientation
component of the Selling Orientation/Customer Orientation
(SOCO) scale, and nomological validity (due to both
dimensions being significantly correlated with employee job
satisfaction, organizational commitment and self-reported job
performance). These authors concluded their initial research
on the CMS by describing a variety of ways in which
understanding the CMS would benefit firms, as well as several
potential research streams that could lead to these benefits.
Unfortunately, the authors wish that the CMS concept
would inspire significant additional research on front-line
employee CMS has yet to be fulfilled. While the original work
on CMS has been cited in research across a variety of topics,
only one other paper has further empirically explored CMS,
namely, its ICMS dimension (Lassk et al., 2004). Other
researchers have discussed internal marketing and a concept
similar to CMS, individual-level market orientation (IMO)
and examined its role in employee in-role behaviors (Lings
and Greenley, 2010) and how market orientation is diffused
from upper to operational levels within a firm Lam et al.
(2010). Lings and Greenley (2010, p. 321) described IMO as
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4. “an ongoing marketing focus within a company that is
directed at employees. It aligns and motivates employees with
a company’s market objectives”. However, because IMO is
explicitly focused on a firm’s internal activities it does not
provide a direct means to understand the relations between
employee customer-service attitudes and job outcomes. While
it is important that firms properly serve both their internal and
external customers because the firm’s financial performance is
most directly affected by how well it serves external customers,
and that there has been no research on the role and
consequences of employee ECMS, only ECMS will be
considered in this study.
2.1 Antecedents to ECSM
In the only study that specifically investigated potential
antecedents to either aspect of CMS, Lassk et al. (2004)
considered employee attitudes (i.e. job satisfaction and
organizational commitment) to be potential antecedents to
ICMS. This structure reflects CMS’s basis in the original
conceptualization of market orientation as an organizational-
level concept (Kohli and Jaworski, 1990) as well as the
extensive body of literature on its organizational-
level antecedents and outcomes. In addition, they considered
its relations with employee job performance and turnover
intent. As Lassk et al.’s (2004) results supported this general
“employee attitudes ¡ CMS ¡ employee job outcomes”
structure, it will be utilized and expanded upon in this study of
ECMS. In this study, only a set of potential antecedents that
have been established as strongly relevant to front-line
employees or that are directly amenable to managerial action
will be considered.
There exists an extensive body of research across a wide
variety of settings that suggests that employee job satisfaction
is positively associated with pro-customer attitudes and
behaviors (e.g. Brown and Lam, 2008; Bradford et al., 2009).
According to Hoffman and Ingram (1992, p. 70), job
satisfaction is an antecedent of customer-oriented behavior,
especially in service-based industries. Based on the theory of
social exchange (Homans, 1958), it can be argued that the
service provider benefits both extrinsically (e.g. financial
rewards) and intrinsically (e.g. job fulfillment) by satisfying
the customer, and that the likelihood of this is greater when
the service provider is in a positive mood (Boshoff and Allen,
2000). Motowidlo (1984, p. 911) suggests that satisfied
workers are more likely to be a good mood and, hence, likely
to behave sensitively and considerately towards others and to
Figure 1 Conceptual model of the hypothesized relationship
Role Ambiguity
Role Conflict
Job Satisfaction
Job Autonomy
Customer Ambiguity
External Customer
Mind-Set
Work Motivation
Job Performance
−
−
++
−
+
+
+
External customer mind-set
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5. deliver exceptional service (Rogers et al., 1994). This stands to
reason, as employees who experience the positive feeling of
being satisfied with their job are more likely to consequently
act in a positive manner by “going the extra mile” in
completing their tasks and to empathize with those who
depend upon them to properly fulfill their role. Not
surprisingly, Lassk et al. (2004) found that employee job
satisfaction is positively associated with employee ICMS, and
as it is closely related to ECMS the first hypothesis states:
H1. Employee job satisfaction is positively associated with
ECMS.
One of the most extensively researched group of employee
attitudes are the employee’s role variables, primarily role
conflict and role ambiguity. Kahn et al. (1964, p. 73)
described role ambiguity as being “a direct function of the
discrepancy between the information available to the person
and that which is required”, and it has consistently been found
to be negatively associated with other attitudes and with job
outcomes (Brown and Peterson, 1993; Brashear et al., 2003).
The effects of role ambiguity have been heavily studied among
many organizational positions, especially boundary spanners
and the vast majority of this research has used the Rizzo et al.
(1970) scale that conceptualizes ambiguity as a global,
unidimensional construct. Zeithaml et al. (1988) point out
that role ambiguity occurs when employees are unsure as to
the duties they are expected to perform. Front-line staff
and salespeople engaged in boundary-spanning roles are
particularly vulnerable to role ambiguity as they generally
receive very little formal training and minimal supervision
(Dubinsky and Mattson, 1979). Strong theoretical arguments
for the negative relationship in service situations have been
provided by Jackson and Schuler (1985) who claim that when
the front-line staff lacks knowledge about the most effective
behaviors their efforts become insufficient or inappropriate.
More recently, Singh and Rhoads (1991) developed a
multidimensional conceptualization of role ambiguity and the
MULTIRAM scale to measure each of its proposed seven
facets, and they were able to show that different facets of
ambiguity can be differently associated with various boundary
spanner job outcomes (Singh, 1993; Rhoads et al., 1994).
Instead of suggesting that other researchers should always use
all seven of the ambiguity facets they encouraged using only
those of greatest relevance to a particular study. Accordingly,
the MULTIRAM facet that is most applicable to the front-
line employee’s day-to-day work environment, ambiguity
specifically regarding customers, will also be used in this
study. More specifically:
H2. Employee global role ambiguity is negatively associated
with ECMS.
H3. Employee customer-specific ambiguity is negatively
associated with ECMS.
Role conflict simply refers to “when the behaviors expected of
an individual are inconsistent” (Rizzo et al., 1970, p. 151) or,
more specifically, when the expectations arising from an
individual’s multiple roles clash. Like ambiguity, role conflict
has been extensively studied among many types of employees
across many types of work and life environments and it has
consistently been found to be negatively associated with
employee emotional and physical job outcomes (Jackson and
Schuler, 1985) and job performance (Tubre and Collins,
2000). In particular, organizational factors seem to have a
particularly strong impact on the employee’s perceptions of
role conflict, which itself is primarily manifested by negative
attitudinal and behavioral reactions by the employee (Jackson
and Schuler, 1985). Because front-line employees are the link
between the firm and the customer and they must satisfy the
needs of both parties they seem to be particularly prone to role
conflict.
There are many potential sources of role conflict for
front-line service personnel. Researchers have identified the
presence of multiple role senders as one such cause (Dubinsky
and Mattson, 1979; Shamir, 1980; Zeithaml et al., 1988,
1990). Zeithaml et al. (1990) found that role conflict is
particularly severe in firms where selling is given a priority over
providing service. There are strong theoretical reasons to
believe that high levels of role conflict would be negatively
associated with the ECMS. If an employee is not comfortable
performing a task, they are not likely to perform it well.
Besides, if front-line employees are experiencing role conflict
they would feel stressed and uncomfortable which would be
reflected in them having an overall negative attitude in terms
of their ECMS. Given that this nomological structure
corresponds with that used by Lassk et al. (2004) in their study
of ICMS, and that role conflict and role ambiguity are often
exist in tandem, it stands to reason that employee role conflict
may be associated with his or her attitude and beliefs regarding
the importance of serving customers. Unfortunately, there
have been no studies on the potential relationship between
role conflict and either form of CMS and so the following
hypothesis will be tested:
H4. Employee role conflict is negatively associated with
ECMS.
As CMS is the individual employee’s manifestation of the
firm’s level of market orientation, those factors found to be
associated with firm-level market orientation may offer an
additional category of antecedents to ECMS. In their meta-
analysis, Kirca et al. (2005) found that interdepartmental
connectedness, i.e. the amount of formal and informal direct
contacts among employees across departments, is the
strongest antecedent to firm-level market orientation. At the
level of individual employees, this connectedness is likely to be
dependent on the amount of job autonomy that the employees
have in accomplishing their tasks. Defined as “the degree to
which the job provides substantial freedom, independence,
and discretion to the employee” (Hackman and Oldham,
1980, p. 79), including the freedom to develop and maintain
contacts with others, job autonomy has consistently been
found to be associated with improved employee job outcomes
(Fried and Ferris, 1987; Dart, 1988; Bhuian and Menguc,
2002). While no studies were found that examined the
relations among marketing employee job autonomy and
market orientation, Barnabas and Mekoth (2010) did find a
positive association between the amount of goal-setting
autonomy among boundary-spanning retail bankers and the
employing firm’s level of market orientation. Job autonomy
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6. may also be associated with ECMS because it is directly
amendable to managerial action, as customer-contact
employees who work in an autonomous environment have
more freedom to develop their own set of work-related actions
and attitudes, including those associated with their co-workers
and their customers. Logically, front-line employees operating
within a culture in which they are given a greater degree of
autonomy and freedom to interact with others are more likely
to develop a deeper pool of knowledge and behaviors
regarding others, including a stronger appreciation of the
importance of their work and its effect on their customers.
Accordingly, the next hypothesis is:
H5. Job autonomy is positively associated with employee
ECMS.
2.2 Outcomes of ECMS
The proposed model’s framework to explain employee job
outcomes associated with ECMS is based upon the job
demands–resources (JD-R) theory. According to the JD-R
theory, every job has its factors associated with employee
engagement and these demands and resources interact to
influence employee job outcomes, including motivation and
job performance (Bakker and Demerouti, 2007). For front-
line employees, engagement levels are a function of the
resources available to employees and of the actual demands of
the job itself (Zablah et al., 2012). One form of engagement,
motivation, reflects the employee’s intention to act and can be
initiated by the self or induced externally. Motivated behavior
refers to “the performance of an activity to attain some
separable outcome” (Ryan and Deci, 2000, p. 71), and all
forms of extrinsic regulation act as motivators through the use
of reward or punishment. Consequently, motivation exerts a
strong impact on behavior and performance (Meyer et al.,
2004).
Because ECMS specifically refers to the employee’s attitude
regarding the importance of satisfying customers this attitude
is also likely to be made manifest in increased motivation,
which is associated with improved performance (Brown et al.,
1997, 1998). At present, the existence and strength of any
relationships between ECMS and employee job outcomes
have not been fully investigated. This is unfortunate, as
understanding and developing employee CMS may offer
managers a powerful means to influence employee job
outcomes, just as developing market orientation at the
organizational level is associated with improved firm outcomes
(Kirca et al., 2005). Lassk et al. (2004) found that ICMS is
positively related to improved employee job performance and
reduced turnover intention, and Lam et al. (2010) found that
salesperson individual market orientation is also associated
with improved job performance. Therefore, it is reasonable to
expect that ECMS would likewise be associated with improved
employee job performance among service employees. This study
will be the first to examine the empirical association between
ECMS and these important employee job outcomes, namely,
that:
H6. Employee ECMS is positively associated with work
motivation.
H7. Employee ECMS is positively associated with sales
performance.
H8. Employee work motivation is positively associated with
sales performance.
3. Methodology
3.1 Data collection and sample
Data were gathered from a sample of front-line employees of
a variety of firms located in a mid-sized southeastern US city.
Following established field research data gathering procedures
(e.g. Arnold and Reynolds, 2003; Bitner et al., 1990; Jones
and Reynolds, 2006), one of the researchers recruited
undergraduate college students and trained them to
administer a printed survey using proper data collection
procedures. These students were then instructed to select and
visit different businesses to explain the nature of the research
study to the first employee who approached them, and to ask
that he/she participate by completing a questionnaire form.
Those who agreed to participate in the study completed the
questionnaire at that time and immediately returned it to the
student helper. The employees were required to provide their
name and contact information to verify their participation in
the study. Only 16 employees refused to participate in the
study. Later that day, student helpers gave the completed
questionnaires to the researchers. The entire data collection
process lasted three weeks and a total of 477 completed
questionnaires were completed. After all questionnaires had
been gathered the employees received a follow-up phone call
from the researcher’s secretary thanking them for participating
in the study and to verify that they had actually completed the
questionnaire themselves. Next, the researchers reviewed each
questionnaire form to identify and delete those from any
employee who did not clearly and directly interact with
external customers (e.g. officer workers). This procedure led
to a final sample of 362 usable responses. The average
respondent was a female, aged 16-35 years, with an
undergraduate degree, and who had worked at the employing
firm between 1 and 5 years.
3.2 Construct operationalization
All items used in the analysis were adapted from established
scales and are shown in Table I. Optimally, an objective
indicator of sales performance (e.g. percentage of quota, total
dollar sales, etc.) would have been used to measure performance,
but as the sample consisted of respondents from a variety of
firms, a common measure of performance was not available.
Unfortunately, managerial rankings could not be used either, as
not all the firms in the sample would make their internal
employee evaluations available to the researchers. Instead, only
the items in the widely used Behrman and Perreault (1982) scale
that specifically focus on sales success were adapted for this
study. All subsequent discussions of performance refer to the
employee’s self-reported performance ratings.
Role conflict and role ambiguity were measured using items
from the Rizzo et al. (1970) scale, while customer-specific
ambiguity was measured using items adapted from Singh and
Rhoads (1991). Job autonomy was measured using items from
Sims et al. (1976) and job satisfaction was measured using the
Churchill et al. (1974) scale. The work motivation scale was
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7. adapted from Oliver and Anderson (1994) and items to
measure ECMS were adapted from Kennedy et al. (2002).
3.3 Measures and purification
Following a process recommended by Anderson and Gerbing
(1988), the measurement quality of the indicators was
evaluated. Anderson and Gerbing (1988) recommend that
researchers first refine the measurement model before testing
the structural component of the model. The goal is a final set
of items with acceptable discriminant and convergent validity,
internal consistency, reliability and parsimony. Every factor in
this study was submitted to a confirmatory factor analysis and
Table I Measurement items
Scale/Itemsa
Standardized loading (t-values) Source/adapted from
Role ambiguity (CR ؍ 0.87; VE ؍ 0.69) Rizzo et al. (1970)
I have clear planned goals and objectives for my job 0.83 (18.44)
Explanation is clear of what has to be done at work 0.89 (20.28)
I feel certain about how much authority I have at work 0.77 (16.48)
Role Conflict (CR ؍ 0.85; VE ؍ 0.66) Rizzo et al. (1970)
At my current firm/organization
[. . .] I receive incompatible requests from two or more people 0.81 (17.31)
[. . .] I receive an assignment without the human resources to complete it 0.83 (17.94)
Job autonomy (CR ؍ 0.89; VE ؍ 0.73) Sims et al. (1976)
The amount of freedom that I have to do pretty much what I want to do
on my job is [. . .] 0.85 (19.20)
The amount of opportunity that I have for independent thought and
action at this job is [. . .] 0.89 (20.89)
The amount of control that I have over the pace of my work is [. . .] 0.82 (18.43)
Job satisfaction (CR ؍ 0.79; VE ؍ 0.56) Churchill et al. (1974)
I am generally satisfied:
[. . .] with the support provided by my firm/organization 0.87 (18.72)
[. . .] with my salary or wages at my firm/organization 0.67 (13.39)
[. . .] with my fellow workers at my firm/organization 0.69 (13.95)
Customer ambiguity (CR ؍ 0.96; VE ؍ 0.90) Singh and Rhoads (1991)
I am certain how I should behave with customers while on the job 0.95 (24.26)
I am certain which specific company strengths should I present to my
customers 0.97 (24.94)
In my job, I am certain how much service I should provide to my
customers 0.92 (22.72)
Job performance (CR ؍ 0.93; VE ؍ 0.82) Behrman and Perreault (1982)
I am better than average in identifying and working with important
customers 0.86 (20.20)
I am better than average in providing service to customers 0.95 (24.14)
I often exceed the targets and objectives that are assigned to me 0.90 (21.79)
External customer mindset (CR ؍ 0.92; VE ؍ 0.73) Kennedy et al. (2002)
I believe that [. . .]
[. . .] I ensure that employees who depend on my work output
communicate with me 0.87 (20.57)
[. . .] A process exists to help me understand what’s expected from my
work output 0.85 (19.81)
[. . .] I would change my job task to help other employees do their job
better 0.85 (19.53)
[. . .] I focus on the requirements of the person who receives my work 0.86 (20.24)
Work motivation (CR ؍ 0.89; VE ؍ 0.72) Oliver and Anderson (1994)
My opinion of myself goes up when I do this job well 0.85 (19.54)
I feel a great sense of personal satisfaction when I do this job well 0.95 (23.47)
Most people on this job feel a great sense of personal satisfaction when
they do this job well 0.74 (16.13)
Notes: a
Composite reliability (CR); variance extracted (VE) are provided for each scale
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8. all factor loadings were significant at the 0.01 level and all
individual reliabilities were above the required value of 0.4
(Bagozzi and Baumgartner, 1994). As per Bagozzi and Yi
(1988) and Bagozzi and Baumgartner (1994), a composite
reliability of at least 0.7 is desirable. This requirement was
met. After assessing the individual factors, the reduced set of
items was subjected together to a confirmatory factor analysis
using maximum likelihood estimation via LISREL 8.5.
Table II reports construct inter-correlations and additional
information on the reliability and validity of these measures.
Although the chi-square value for the measurement model
is significant (642.54 with 247 d.f, p Ͻ 0.001), other
goodness-of- fit measures indicate a good overall fit of the
model to the data: RMSEA ϭ 0.06 (Baumgartner and
Homburg, 1996), NNFI ϭ 0.97, IFI ϭ 0.98 and CFI ϭ 0.98.
3.4 Construct validity assessment
Additional analyses were conducted to provide more
confidence concerning the measurement properties of the
scale. The next step was assessing the validity of the model.
Each of the items exhibited acceptable loadings (path
estimate Ͼ 0.50) and is significant (t-value Ͼ 2.0), thus
indicating acceptable convergent validity. As evidence of
discriminant validity, none of the confidence intervals of the
phi matrix included 1.00 (Anderson and Gerbing, 1988). In
addition, the amount of variance extracted for each construct
was compared with the squared phi estimates (Fornell and
Larcker, 1981) and the estimates for all constructs was greater
than the squared phi estimate, further supporting sufficient
discrimination between the variables. All factor loadings are
significantly different from zero, as evidenced by their
consistently large t-values. Finally, the reliability of the scales
was assessed via the calculation of composite reliability scores.
These scores ranged from 0.79 to 0.96, all of which are above
the cutoff of 0.6 suggested by Bagozzi and Yi (1991). Based on
these results, the measures have sufficient validity and
reliability and so allow testing the hypothesized model.
4. Results
The hypotheses were tested within the framework of structural
equation modeling through LISREL 8.5 (Joreskog and
Sorbom, 1993) using the items shown in Table I. The results
of the hypotheses test are shown in Table III. The fit of the
data to the proposed model is quite good: (2
(257) ϭ 829.68,
p Ͻ 0.01; RMSEA ϭ 0.07; IFI ϭ 0.96; CFI ϭ 0.96;
NNFI ϭ 0.96) and all proposed paths are significant (see
Table III), thus supporting both the model’s structure as well
as the individual hypotheses. The model explains 60 per cent
of the variance in employee ECMS, 52 per cent of their work
motivation and 56 per cent of their self-reported performance.
Our study tested for common method variance using the
marker variable approach (Fang et al., 2008) and found
no evidence that it was biasing the overall results. As
hypothesized, the complete set of internal and external employee
factors used in this research are associated with the degree to
which front-line employees believe that serving and satisfying
external customers is important, while enhanced employee
ECMS is related to improved work motivation and performance.
5. Discussion
The first section of the proposed model describes the relations
between five front-line employee job characteristics or
attitudes and their level of ECMS. The first employee attitude,
job satisfaction, is important because managers want their
employees to be satisfied with their work both for humane
reasons and for its widely assumed connection with improved
performance. While the potential relationship between job
satisfaction and performance has been extensively debated
and researched there is still no clearly accepted consensus if
they are directly related in any meaningful way (Brown and
Peterson, 1993) and so many researchers have shifted their
attention to identifying intervening constructs that may tie
them together. This research suggests that ECMS may be one
such variable, as job satisfaction was found to be directly
and positively associated with ECMS (H1: completely
standardized path estimate ϭ 0.16, t-value ϭ 2.46). Stated
another way, it appears that employees who are satisfied with
their work are more likely to develop other positive attitudes,
including the importance of serving their customers, which
itself is associated with increased motivation and performance.
(H6 and H7, discussed below). Accordingly, managers are
advised to look for ways to improve the level of job satisfaction
within their front-line employees, as the benefits of doing so
may extend to these highly desirable work outcomes.
The second and third job attitudes proposed to be
antecedent to employee ECMS are the amounts of generalized
Table II Construct correlations, means, standard deviations and coefficient alphas
Construct 1 2 3 4 5 6 7 8
Role ambiguity 1
Role conflict Ϫ0.218ءء
1
Job satisfaction 0.425ءء
0.285ءء
1
Job autonomy 0.331ءء
Ϫ0.070 0.375ءء
1
Work motivation 0.367ءء
Ϫ0.059 0.446ءء
0.493ءء
1
Customer ambiguity 0.308ءء
Ϫ0.134ء
0.347ءء
0.445ءء
0.526ءء
1
Job performance 0.353ءء
Ϫ0.049 0.308ءء
0.450ءء
0.552ءء
0.693ءء
1
External customer mind-set 0.302ءء
Ϫ0.07 0.334ءء
0.389ءء
0.559ءء
0.524ءء
0.569ءء
1
Mean 6.06 3.26 5.24 5.33 5.60 6.22 5.84 5.79
SD 1.02 1.71 1.23 1.28 1.23 1.04 1.14 1.15
Coefficient alpha 0.81 0.81 0.71 0.86 0.85 0.94 0.90 0.88
Notes: ءء
Correlation significant at p Ͻ 0.01; ء
correlation significant at p Ͻ 0.05
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9. role ambiguity (H2) and of customer-specific ambiguity (H3)
that employees experience. These results show that both
generalized uncertainty, as well as their specific uncertainly
about how to deal with their customers (i.e. the central focus
of their work) are both negatively associated with employee
attitudes about the importance of taking care of their
customers (H2: completely standardized path estimate ϭ Ϫ0.13,
t-value ϭ Ϫ2.26; H3: completely standardized path estimate ϭ
Ϫ0.55, t-value ϭ Ϫ9.55). In other words, the more
uncertainty that front-line employees experience in their jobs
and in regards to interacting with their customers, the less they
perceive that it is important to properly serve them. While
employee uncertainty about both their job and their customers
appear to be important antecedent to their customer service
attitudes, and ultimately their motivation and performance,
the effect of front-line employee ambiguity regarding their
customers is more than twice as strong as any other factor.
Therefore, managers should make sure that the firm’s training
and other practices, as well as his or her coaching, feedback
and other interactions with these employees contribute to
reducing the level of customer-related ambiguity that they
experience. Based on these results, it may not be an
overstatement to say that managers of front-line employees
should focus on addressing this element of their employees
work environment first and foremost.
The fourth and final employee attitude proposed to be an
antecedent to ECMS was role conflict (H4). As expected,
greater amounts of employee role conflict were also strongly
associated with reduced ECMS (completely standardized path
estimate ϭ Ϫ0.20, t-value ϭ Ϫ4.14). Accordingly, managers
should also be aware of those areas of the front-line
employee’s work environment that clash and thus lead to
contradictory or incompatible demands and expectations. For
example, firms or managers may proclaim one thing (e.g.
“serving the customer is our top priority”) but the actual
practices and reward structure support something totally
different (e.g. “we’d better meet our quarterly numbers”). In
these types of situations where employees are caught between
the “rock-and-a-hard place” of conflicting demands and
expectations they are likely to be overly cautious, they may
engage in withdrawal behavior, and as these results suggest are
less likely to develop the pro-customer service attitudes
necessary for firms to truly implement the marketing concept.
The last potential antecedent to ECMS that was
investigated in this study was a factor external to the front-line
employee, namely, the amount of job autonomy in their work
environment (H5). While employee attitudes are primarily
internal factors and so are less amenable to direct managerial
influence, external factors are by their very nature much more
susceptible to a manager’s control. In this study, greater
amounts of employee job autonomy were also found to be
associated with improved employee ECMS (completely
standardized path estimate ϭ 0.11, t-value ϭ 2.02). This
suggests that one of the ways in which employees choose to
apply greater degrees of job autonomy in their work
environment is by developing increased appreciation for the
importance of taking care of customers. Therefore, to foster
this highly desirable attitude among their operational-level
employees, managers should look for ways to give them
greater leeway in their tasks and in how best to complete them.
Regarding the proposed set of consequence from employee
ECSM, these results indicate that ECMS is positively
associated with both work motivation (H6; completely
standardized path estimate ϭ 0.72, t-value ϭ 13.61) and
performance (H7; completely standardized path estimate ϭ
0.53, t-value ϭ 7.98). Similar to findings at the organizational
level, individual employee attitudes about the importance of
understanding and serving their customers are clearly
associated with higher job performance, both directly and via
improved work motivation (H8; completely standardized path
estimate ϭ 0.27, t-value ϭ 4.22). These results suggest that
employee ECMS is an important, but heretofore unexamined,
antecedent to performance and so managers should look for
ways to develop their front-line employee’s understanding and
appreciation of the customer’s central importance to the firm
and employee’s success. For example, managers could use
ECMS as a tool in selecting front-line employees, as a main
component in employee training, as well as a criterion in
evaluating them. In addition, as employees often model their
supervisor’s attitudes and behaviors, it is important that
managers work to develop and exhibit their own pro-customer
beliefs.
In conclusion, this research utilized a rich description of the
front-line employee’s job attitudes and work characteristics to
build a model describing their association with the extent to
which the ideas of market orientation have taken hold at the
operational level, and their relationship with the employee’s
motivation and subsequent performance. The results show
that both internal and external characteristics are associated
with front-line employee ECMS, which itself is very strongly
related to desirable job outcomes.
6. Limitations and future research directions
While the results from this research strongly support the
proposed model and have contributed to our understanding of
Table III LISREL results for the hypothesized model
Hypothesis Hypothesis path Completely standardized estimate t-value Result
H1 Role ambiguity ¡ external customer mind-set Ϫ0.13 Ϫ2.26 Supported
H2 Role conflict ¡ external customer mind-set Ϫ0.20 Ϫ4.14 Supported
H3 Job satisfaction ¡ external customer mind-set 0.16 2.46 Supported
H4 Job autonomy ¡ external customer mind-set 0.11 2.02 Supported
H5 Customer ambiguity ¡ external customer mind-set Ϫ0.55 Ϫ9.55 Supported
H6 External customer mind-set ¡ work motivation 0.72 13.61 Supported
H7 External customer mind-set ¡ job performance 0.53 7.98 Supported
H8 Work motivation ¡ job performance 0.27 4.22 Supported
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10. the nature and form of the relations among characteristics of
the operational-level employee’s work environment, job
attitudes and performance, its limitations must also be
acknowledged. First, as the data is cross-sectional and neither
longitudinal or experimental, strictly causal relations cannot
be inferred from these results. Second, the sample primarily
consists of younger females with less work experience and who
are employed at smaller organizations. While this sample
matches those of many other studies of front-line employees,
it is entirely possible that the results would have been different
had the sample contained a greater number of male
respondents, older workers, those with more experience and/
or those working for larger firms. Therefore, future research
should further test these relations in different samples to
increase the robustness of the results. Third, the set of
antecedent variables used in this study is not exhaustive and so
other important antecedents should also be considered. In
particular, the role of constructs that are significantly under
managerial control, either through employee selection or
training, could provide additional insights into the role of
ECMS among employees (e.g. job feedback, task variety,
degree of formalization, IMO, etc.).
Fourth, additional control variables that have been found to
account for salesperson job performance should be included in
future research on the role of ECMS and service employee
sales performance to better isolate the role that ECMS plays.
For example, Verbeke et al. (2011) found that selling-related
knowledge, adaptiveness, cognitive attitude and level of work
engagement all play an important role in explaining sales
performance and future research, should include one or more
of these traits. In addition, future research should also
consider the types of service setting (e.g. transactional vs
relational) and type of product(s) being sold (e.g. hedonic vs
utilitarian) to uncover potential differences in the role that
employee attitudes towards serving customers has on job
outcomes. Finally, future studies that wish to better explain
service employee sales performance should attempt to use an
objective measure of sales performance (e.g. percentage of
assigned objectives met, managerial ranking, etc.), so as to
avoid the potential for bias in self-reported performance
measures.
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About the authors
Rajesh Iyer (PhD, Southern Illinois University at
Carbondale) is an Associate Professor of Marketing at Bradley
University. He has published in journals including Journal of
Advertising Research, Journal of Business Research, Journal
of Business Ethics, Journal of Consumer Marketing, Journal of
Marketing Theory and Practice and Marketing Management
Journal among others. His research interests include Services
Marketing, Health Care Marketing and Scales Research.
Rajesh Iyer is the corresponding author and can be contacted
at: riyer@bradley.edu
Mark C. Johlke (PhD, Texas Tech University) is an
Associate Professor of Marketing at Bradley University. He
serves as Director of the Bradley University Professional Sales
Program and currently as President of the University Sales
Center Alliance. His research has appeared in the Journal of
Personal Selling and Sales Management, Journal of Management,
Journal of the Academy of Marketing Science, and the Journal of
Service Research, among others.
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External customer mind-set
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Journal of Services Marketing
Volume 29 · Number 1 · 2015 · 38–48
48
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