Enhancing Employees Service Recovery Performance through Trust- Based Management
|
|
- Helen Leonard
- 7 years ago
- Views:
Transcription
1 Enhancing Employees Service Recovery Performance through Trust- Based Management Working Paper In recent years, researchers have paid particular interests in brand orientation, which is the inside-out approach seeking to protect the brand identity (Urde, 1999). This highlights the role of employees in enacting the core brand values embracing its identity. These values reflect the understanding of basic brand concepts which are interpreted into rules/norms that guide behaviours (Baumgarth, 2010). Line managers or supervisor s behaviours have been considered one of the crucial antecedents of employees brand-supporting behaviours (e.g. Wieseke et al., 2009). Existing research has not explored this under the light of service recovery situations although studies have argued that customers whose dissatisfactions are addressed and solved correctly tend to have a higher level of loyalty than those who are satisfied first time round (e.g. Magnini, et al, 2007). Similarly, studies from the leadership theory have investigated the effects of leadership behaviours on followers trust in their leaders and their performance. They were not in the service recovery context nor addressed employees trust in corporate brand. This study endeavours to address this gap by drawing on the distinction between two fundamental approaches to leadership: transactional leadership (TRL) and transformational leadership (TFL) (Bass, 1985). The crucial concept that ties the proposed framework of this study is the notion of employees trust in their line manager and in their corporate brand. The social identity theory (Ashforth and Mael, 1989) is drawn upon to derive the hypotheses about the working mechanisms of these two leadership styles. Brand-specific TRL and TFL Mohart, Herzog and Tomczak (2009) have furthered Bass s (1985) original conception of TFL and TRL towards brand-specific nature of leadership behaviours in an attempt to understand leadership as an antecedent of the specific outcome of follower brand-building behaviour. This domain-specific leadership behaviours seem to be valid when Mullen and Kelloway, 2009) argue that leaders should be task-specific to ensure the success of the outcomes (in other domain-specific versions of TFL, see Barling, Loughlin, and Kelloway, 2002). Based on the leader characteristics of TRL and TFL (see Bass, 1985; Podsakoff et al., 1990), brand-specific TFL is defined as a leader s approach to motivating his or her followers to act on behalf of the corporate brand by appealing to their values and personal convictions (Mohart et al., 2009: 123). Therefore, this study argues that brand-specific TFL will a) act as a role model in living the brand, b) articulate a compelling and unique brand vision that arouse the personal involvement and pride in the corporate brand, c) make followers to rethink their jobs from the perspective of a brand community member to enact the brand s promise and its implications for work in different situations (including service recovery), and 4) teach and coach them to grow into their roles as brand representatives. In contrast, Mohart et al (2009) define brand-specific TRL as a leader s approach to motivating followers to act on behalf of the corporate brand through contingency rewards. Based on their work, this study argues that brand-specific TRL would possess such characteristics as a) specifying behavioural standards as brand representatives for all situations and specifying rewards when role expectations are met, and 2) clarifying what constitutes ineffective performance and punishing employees for not being aligned with the brand standards set by its core values. Hypotheses Development Trust is defined as the willingness to be vulnerable to another party when that party (e.g. line managers and corporate brand) cannot be controlled or monitored (Mayer and Gavin, 2005). When trust exists, individuals are willing to rely on others and demonstrate concern about
2 one s welfare (e.g. McKnigh, Cummings and Chernavy, 1998) such as corporate brand s welfare. Essentially, trust exists in impersonal (corporate brand) and personal (line manager) forms (Atkinson and Butcher, 2003). Past studies have documented the effects of trust on employees performance (e.g. Han and Harms, 2010). Dirks and Ferrin (2001) argue that trust may not affect behaviours and performance outcomes directly, and the impersonal level of trust (e.g. corporate brand) is more influential on employees identification than the interpersonal trust is. Based on the social identity theory (Mael and Ashforth, 1995), employees who identify with the corporate brand have a sense of oneness and belongingness. They perceive that their fate is intertwined with their corporate brand. Past studies have, thus, indicated the effects of trust in leaders and in organisation on employees organisational identification (e.g. Ho, Kuo and Lin, 2012), which in turn affects employees behavioural outcomes (e.g. de Gilder, 2003). In particular, Ashill, Rod and Carruthers (2008) have found the relationship between employees organisational identification and service recovery performance. Thus, the following hypotheses are formulated: H1a: Employees trust in corporate brand positively affects employees brand identification in a larger magnitude than their trust in line managers does. H1b: Employees brand identification mediates the linkages between both employees trust in leaders and corporate brand, and their service recovery performance. Studies have documented that leadership is one of the antecedents of trust in an organisation setting, which promotes trust between members and leaders and between employees and the organisation (e.g. Vanhala, Puumalainen and Blomqvist, 2011). Two generic leadership philosophies include TRL and TFL. This study proposes that they have to be brand-specific in order to bring about the brand-supporting behaviours of employees even in times of service recovery. Brand-specific is founded on a social-exchange relationship, which leads to trust (Brower, Schoorman and Tan, 2000). Studies have found that TFL is a strong predictor of trust in leader (e.g. Burke et al, 2007). Podsakoff, MacKenzie and Bommer (1996) highlight that TFL possess vision articulation behaviour, they exert a significant effect on employees organisation identification. Their characteristics facilitate their followers internalisation and acceptance of the collective interests and values. Therefore, this study argues that brandspecific TFL could induce employees brand identification because TFL possess vision articulation behaviour, which fosters the acceptance of group goals. Also, brand-specific TFL could facilitate their employees internalisation and acceptance of the brand values. Hence, based on the aforementioned arguments, the following hypotheses are developed: H2a: Employees trust in leader is the mediating factor on the linkage between brandspecific TFL and employees brand identification. H2b: Employees trust in corporate brand mediates the effect that brand-specific TFL has on employees brand identification Unlike brand-specific TFL, brand-specific TRL steer employees towards perceiving their relationship with the corporate brand as an outcome of an economic exchange due to the emphasis on contingent rewards and punishment. While the study of Pillai, Schriesheim and Williams (1999) has indicated no relationship between TRL and follower s trust in both organisation and leader, recent studies (e.g. Bass et al, 2003) have found that employees trust their leaders when they believe they are fairly recognised and rewarded. This is in line with what brand-specific TFL attempts to achieve as they make clear what employees could expect to receive for the work that they do (Greenberg, 1996). Thus, they fulfil the employees perceptions of the corporate brand s obligations and relational contracts, thereby enhancing employees trust in the corporate brand as in the case of what Whitener (1997) has argued in an organisation setting. Prior research has also documented TRL s effects on organisational identification (e.g. Pillai et al, 1999) although the magnitude of its effects is smaller than TFL s. Under this light, this study has proposed the following hypotheses:
3 H3a: Brand-specific TRL positive affects employees trust in line managers and in corporate brand in a smaller magnitude than brand-specific TFL does. H3b: Employees trust in their line manager and corporate brand act as a mediator of the relationship between brand-specific TRL and employees brand identification. Apart from inducing trust and identification from employees, both brand-specific TRL and TFL affect employees behavioural outcomes. The study of Mohart et al (2009) has measured the effects of both brand-specific leadership styles on employees brand champion behaviours and found interactive effects of both leadership behaviours. However, this is not within the service recovery context as their measurement of performance implicates the overall performance, which does not include the situation when service recovery performance is accounted for. Smith, Montagno and Kuzmenko (2004) observed that leaders could adjust their leadership behaviours to specific context; therefore, they can be an agenda-focused pragmatist at one time or a benevolent leader at other times. Therefore, this study argues that both brand-specific leadership styles provide additive contributions to employees service recovery performance. As formulated above, employees brand identification provides a plausible mechanism through which their trust in both corporate brand and line managers, driven by these leadership patterns, influences service recovery performance. Therefore, the following hypothesis is introduced: H4: Brand-specific TFL and TRL are both positively and independently related to employees service recovery performance through the partial mediating influence of trust and brand identification of employees. (Please see appendix 1 for the proposed conceptual model) Research Methodology A survey was conducted with employees, particularly those interfacing customers, across different posts and branches within one reputable corporate bank brand in Thailand. The participating bank demonstrates an attempt to living the brand promise, thereby striving to convert dissatisfied customers to the satisfied ones. A preliminary interview with senior management was conducted to help the authors gain insights into its corporate brand values and service recovery standards. These insights are useful to formulate a questionnaire although most scales were developed based on previous research (e.g. Mayer and Gavin, 2005; Mohart et al, 2009; Ashill et al, 2008) in order to ensure reliability and validity. 312 questionnaires were distributed to 15 sampled branches across the capital city and metropolitan areas as they have a high level of customer contacts. 238 questionnaires were returned, making a response rate of 76%. The data will be analysed using Structural Equation Modelling. Implications The notion of trust in corporate brand has not yet been integrated in the leadership and the social identity theories. Within the branding literature, this has not been explored from the employees perspective. Through the cross-disciplinary nature, this study offers empirical evidence of the effects of leadership behavioural patterns on employees trust in line managers and corporate brand within the services setting. It will also extend these literature streams towards the service recovery context as existing studies focused on the overall performance and/or organisational citizenship behaviours, which do not necessarily represent service recovery performance. From the practitioner s perspective, this study will enable managers to understand how to enhance employees service recovery performance that are aligned with their brand promise through their ability to induce followers trust. Furthermore, they can also enhance their employees trust in corporate brand, which will create a spill-over effect from employees to customers, thereby affecting customers level of trust in the corporate brand. Finally, managers would benefit from embracing the brand-specific TFL approach while appreciating the potential effects of brand-specific TRL.
4 References Ashforth, B. & Mael, F. (1989). Social identity theory and the organization. Academy of Management Review, 14(1), Ashill, N. J., Rod, M. and Carruthers, J. (2008) The effect of management commitment to service quality on frontline employees job attitudes, turnover intentions and service recovery performance in a new public management context, Journal of Strategic Marketing, 16(5), pp Atkinson, S. and Butcher, D. (2003). Trust in managerial relationships. Journal of Managerial Psychology, 18(4), pp Barling, J., Loughlin, C. and Kelloway, E. K. (2002). Development and test of a model linking safety-specific transformational leadership and occupational safety. Journal of Applied Psychology, 87(3), Bass, B. M. (1985) Leadership and Performance beyond Expectations. New York: The Free Press. Bass, B.M., Avolio, B.J., Jung, D.I., Berson, Y. (2003), Predicting unit performance by assessing transformational and transactional leadership. Journal of Applied Psychology, 88(2), Baumgarth, C. (2008). Brand orientation of museums: model and empirical results. International Journal of Arts Management, 11(3), Brower, H. H., Schoorman, F. D. and Tan, H. H. (2000). A model of relational leadership: The integration of trust and leader-member exchange. Leadership Quarterly, 11(2), Burke, C. S., Sims, D. E., Lazzara, E. H. and Salas, E. (2007) Trust in leadership: A multilevel review and integration, The Leadership Quarterly, 19, Dirks, K. T. and Ferrin, D. I. (2001). The role of trust in organizational settings. Organizational Science, 12(4), De Gilder, D. (2003). Commitment, trust and work behaviour: The case of contingent workers. Personnel Review, 32(5), Greenberg, J. (1996). The Quest for Justice on the Job: Essays and Experiments, CA, Thousand Oaks: Sage Publications. Han, G. and Harms, P. D. (2010). Team identification, trust and conflict: A mediation model. International Journal of Conflict Management, 21(1), Ho, L-A., Kuo, T-H. and Lin, B. (2012). How social identification and trust influence organizational online knowledge sharing. Internet Research, 22(1), Magnini, V., Ford, J., Markowski, E. and Honeycutt, E. Jr. (2007). The service recovery paradox: justifiable theory or smouldering myth. Journal of Services Marketing, 21(3), Mael, F. A. and Ashforth, B. E. (1995). Loyal from one: Biodata, organization, and turnover among newcomers. Personnel Psychology, 48(2),
5 Mayer, R. C. and Gavin, M. B. (2005). Trust in management and performance: who minds the shop while the employees watch the boss?. Academy of Management Journal, 48(5), McKnight, D. H., Cummings, L. L. and Chervany, N. L. (1998) Initial trust formation in new organizational relationships, Academy of Management Review, 23(3), Mohart, F. M., Herzog, W. and Tomczak, T. (2009). Brand-specific leadership: Turning employees into brand champions. Journal of Marketing, 73, Mulen, J. E. and Kelloway, E. K. (2009). Safety leadership: A longitudinal study of the effects of transformational leadership on safety outcomes. Journal of Occupational and Organizational Psychology, 82, Pillai, R., Schriesheim, C. A. and Williams, E. (1999). Fairness perceptions and trust as mediators for transformational and transactional leadership: A two-sample study. Journal of Management, 25(6), Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. (1990). Transformational leader behaviors and their effects on followers trust in leader, satisfaction, and organizational citizenship behaviors. Leadership Quarterly, 1, Podsakoff, P. M., MacKenzie, S. B., & Bommer, W. H (1996). Transformational leader behaviors and substitutes for leadership as determinants of employee satisfaction, commitment, trust, and organizational citizenship behaviors. Journal of Management, 22 (2), Smith, B. M., Montagno, R. V. and Kuzmenko, T. N. (2004). Transformational and servant leadership: Context and contextual comparisons. Journal of Leadership and Organizational Studies, 10, Urde, M., (1999). Brand orientation: A mindset for building brands into strategic resources. Journal of Marketing Management, 15(13), Vanhala, M., Puumalainen, K. and Blomqvist, K. (2011). Impersonal trust: The development of the construct and the scale. Personnel Review, 40(4), Whitener, E. (1997). The impact of human resource activities on employee trust. Human Resource Management, 7(4), Wieseke, J., Ahearne, M., Lam, S. K., van Dick, R. (2009). The role of leaders in internal Marketing. Journal of Marketing, 73,
6 Appendix 1: Proposed Conceptual Model TFL Leadership TRL Leadership Corporate Brand Trust Line Manager Trust Brand Identification Service Recovery Performance
ABSTRACT INTRODUCTION
An Empirical Study on Transactional and Authentic Leaders: Exploring the Mediating Role of Trust in Leader on Organizational Identification Dr. Meltem Çeri-Booms, Khazar University, Baku, Azerbaijan ABSTRACT
More informationThe Importance of Trust in Relationship Marketing and the Impact of Self Service Technologies
The Importance of Trust in Relationship Marketing and the Impact of Self Service Technologies Raechel Johns, University of Canberra Bruce Perrott, University of Technology, Sydney Abstract Technology has
More informationThe Effect of Brand Leadership Styles on Employees Brand Citizenship Behavior
Asian Social Science; Vol. 11, No. 18; 2015 ISSN 1911-2017 E-ISSN 1911-2025 Published by Canadian Center of Science and Education The Effect of Brand Leadership Styles on Employees Brand Citizenship Behavior
More informationInternal Marketing from a Marketing Manager s perspective
Internal Marketing from a Marketing Manager s perspective Date: 28 April 2011 By: To: Assignment: Angela Shaw Student ID 01105264 Penny Robson Massey University Part 1 Individual Assignment Written Report
More informationFollower-Focused Leadership: Effect of Follower Self-Concepts and Self- Determination on Organizational Citizenship Behavior
Follower-Focused Leadership: Effect of Follower Self-Concepts and Self- Determination on Organizational Citizenship Behavior Michelle Vondey Regent University The purpose of this study is to suggest a
More informationTrust in Leadership: Meta-Analytic Findings and Implications for Research and Practice. Published in Journal of Applied Psychology, 2002, 87, 611-628
Trust in Leadership Meta-Analysis 1 Running head: TRUST IN LEADERSHIP META-ANALYSIS Trust in Leadership: Meta-Analytic Findings and Implications for Research and Practice Kurt T. Dirks Washington University
More informationThe Role of Leadership Style in Employee Engagement
15 The Role of Leadership Style in Employee Engagement Laura C. Batista-Taran, Michael Bradley Shuck, Cinthya C. Gutierrez, and Sofia Baralt Florida International University, USA Abstract: This paper explores
More informationMeasuring Social Identity in Interfunctional Research in Marketing
Measuring Social Identity in Interfunctional Research in Marketing Abstract Management of social identities is important for optimizing intergroup relations in organizations, and for overall organizational
More informationRole of Transformational Leadership in Organizational Change: Mediating Role of Trust
IOSR Journal of Business and Management (IOSR-JBM) ISSN: 2278-487X. Volume 7, Issue 2 (Jan. - Feb. 2013), PP 72-76 Role of Transformational Leadership in Organizational Change: Mediating Role of Trust
More informationLeader s Interpersonal Skills and Its Effectiveness at different Levels of Management
International Journal of Business and Social Science Vol. 3 No. 4 [Special Issue - February 2012] Leader s Interpersonal Skills and Its Effectiveness at different Levels of Management Aamir Khan Dr. Wisal
More informationThe inference of stickiness to trust repair in virtual community
2011 International Conference on Financial Management and Economics IPEDR vol.11 (2011) (2011) IACSIT Press, Singapore The inference of stickiness to trust repair in virtual community Jyh-Jeng Wu 1+, Shu-Hua
More informationThe relationship between the leadership styles and Organizational citizenship behavior
Available online at www. behaviorsciences. com Reef Resources Assessment and Management Technical Paper ISSN: 1607-7393 RRAMT 2014- Vol. 40, 2014, 1 The relationship between the styles and Organizational
More informationLearning Outcome 1 The learner will: Understand the contribution Customer Service makes to achieving organisational objectives.
Unit Title: Managing the Customer Relationship Unit Reference Number: R/601/3378 Guided Learning Hours: 160 Level: Level 5 Number of Credits: 18 Learning Outcome 1 The learner will: Understand the contribution
More informationManaging for Results. Purpose. Managing for Results Practitioner-level Standards
Managing for Results Practitioner-level Standards Managing for Results Purpose In all sectors and at all levels managers must have the knowledge, understanding and skills to enable them to grasp the right
More informationTHE ONLINE CONSUMER TRUST CONSTRUCT: A WEB MERCHANT PRACTITIONER PERSPECTIVE
THE ONLINE CONSUMER TRUST CONSTRUCT: A WEB MERCHANT PRACTITIONER PERSPECTIVE Allen C. Johnston Mississippi State University acj4@msstate.edu Merrill Warkentin Mississippi State University mwarkentin@cobilan.msstate.edu
More informationTransactional Vs Transformational Leadership. Transactional Vs Transformational Leadership
Transactional Vs Transformational Leadership Transactional Leader: approaches followers with an eye to exchanging one thing for another Burns pursues a cost benefit, economic exchange to met subordinates
More informationUNLEASH POTENTIAL THROUGH EFFECTIVE SERVICE QUALITY DETERMINANTS
UNLEASH POTENTIAL THROUGH EFFECTIVE SERVICE QUALITY DETERMINANTS Viruli de Silva ABSTRACT This article is based on a recent research conducted in the Sri Lankan banking sector and it discusses how the
More informationA Study on Employees Attitude Towards The Organization and Job Satisfaction
A Study on Employees Attitude Towards The Organization and Job Satisfaction Alok Kumar Srivastav 1, Priyanka Das 2 1,2 Master of Business Administration, Sam Higginbottom Institute of Agriculture, Technology
More informationChallenges of Intercultural Management: Change implementation in the context of national culture
12-ICIT 9-11/4/07 in RoC Going for Gold ~ Best Practices in Ed. & Public Paper #: 07-08 Page- 1 /7 Challenges of Intercultural Management: Change implementation in the context of national culture Prof.
More informationThe Role of Rewards and Recognition in Customer-oriented Citizenship Behaviors
The Role of Rewards and Recognition in Customer-oriented Citizenship Behaviors Scott A. Jeffrey Monmouth University Guillermo Wilches-Alzate University of Waterloo January 6, 2009 1 Introduction Customer
More informationThe use and consequences of performance management and control systems: a study of a professional services firm
Wendy Beekes Lancaster University David Otley Lancaster University Valentine Ururuka Lancaster University The use and consequences of performance management and control systems: a study of a professional
More informationAll available Global Online MBA routes have a set of core modules required to be completed in order to achieve an MBA.
All available Global Online MBA routes have a set of core modules required to be completed in order to achieve an MBA. Those modules are: Building High Performance Organisations Management and Organisational
More informationExpectancy Value Theory: Motivating Healthcare Workers
Expectancy Value Theory: Motivating Healthcare Workers Stefania De Simone Researcher in Organizational Behavior Institute for Research on Innovation and Services for Development National Research Council
More informationOrganizational Commitment among Public and Private School Teachers
The International Journal of Indian Psychology ISSN 2348-5396 (e) ISSN: 2349-3429 (p) Volume 2, Issue 3, Paper ID: B00381V2I32015 http://www.ijip.in April to June 2015 ABSTRACT: Organizational Commitment
More informationLeader-Member Exchange Theory: Another Perspective on the Leadership Process
VOLUME 13, NUMBER 1, 2010 Leader-Member Exchange Theory: Another Perspective on the Leadership Process Fred C. Lunenburg Sam Houston State University ABSTRACT The basic idea behind the leader-member exchange
More informationCOMMUNICATION SATISFACTION IN THE HOSPITALITY INDUSTRY: A CASE STUDY OF EMPLOYEES AT A THEME PARK IN CHINA ABSTRACT
COMMUNICATION SATISFACTION IN THE HOSPITALITY INDUSTRY: A CASE STUDY OF EMPLOYEES AT A THEME PARK IN CHINA ABSTRACT Qiuzi Liang & Kijoon Back Conrad N. Hilton College University of Houston Communication
More informationTRUST IN E-COMMERCE VENDORS: A TWO-STAGE MODEL
TRUST IN E-COMMERCE VENDORS: A TWO-STAGE MODEL D. Harrison McKnight College of Business Florida State University Vivek Choudhury College of Business Administration University of Cincinnati Charles Kacmar
More informationLeadership Success or Failure: Understanding the Link between. Promotion Criteria and Leader Effectiveness
Journal of Business and Economics, ISSN 2155-7950, USA August 2013, Volume 4, No. 8, pp. 690-694 Academic Star Publishing Company, 2013 http://www.academicstar.us Leadership Success or Failure: Understanding
More information1. Research topic 2. Introduction 3. Discussion of variables:
1. Research topic 2. Introduction 3. Discussion of variables: 3.1 Team effectiveness 3.2 Transformational leadership 3.3 Organisational trust 3.4 Psychological empowerment 4. Relationships 5. Proposed
More informationComponent Wise Comparison of the Degree of Organizational Commitment.
Component Wise Comparison of the Degree of Organizational Commitment. MOHAMMAD TUFAIL Lecturer, AWKUM, Buner Campus. Email: tuphail@yahoo.com NAVEED FAROOQ Assistant Professor, AWKUM, Pabbi Campus Abstract
More informationThe Role of Fair Treatment and Rewards in Perceptions of Organizational Support and Leader Member Exchange
Journal of Applied Psychology Copyright 2002 by the American Psychological Association, Inc. 2002, Vol. 87, No. 3, 590 598 0021-9010/02/$5.00 DOI: 10.1037//0021-9010.87.3.590 The Role of Fair Treatment
More informationAustralian Business Leadership Survey
Management Research Series No 1/2002 Key findings Australian Business Leadership Survey Based on the AIM-Monash University Leadership Report 2001 by Professor James C Sarros, Dr Judy H Gray and Dr Iain
More informationA study of application of information technology using e-crm in bank in rural area with special reference to SBI Bank, Sangamner
Feb., 2012 Marketing management A study of application of information technology using e-crm in bank in rural area with special reference to SBI Bank, Sangamner Dr. Kirti Gulati (Ass Prof) Institute of
More informationWhat is the psychological contract and does it matter?
What is the psychological contract and does it matter? Neil Conway Birkbeck University of London 1 Contents 1. Importance of the psychological contract 2. Defining the PC 3. History of the term 4. Strengths
More informationINITIAL TRUST, PERCEIVED RISK, AND THE ADOPTION OF INTERNET BANKING
INITIAL TRUST, PERCEIVED RISK, AND THE ADOPTION OF INTERNET BANKING Kyu Kim University of Cincinnati U.S.A. Inha University Korea Bipin Prabhakar University of Cincinnati U.S.A. Abstract Studies on the
More informationGuide on Developing a HRM Plan
Guide on Developing a HRM Plan Civil Service Branch June 1996 Table of Contents Introduction What is a HRM Plan? Critical Success Factors for Developing the HRM Plan A Shift in Mindset The HRM Plan in
More informationTrust, Job Satisfaction, Organizational Commitment, and the Volunteer s Psychological Contract
Trust, Job Satisfaction, Commitment, and the Volunteer s Psychological Contract Becky J. Starnes, Ph.D. Austin Peay State University Clarksville, Tennessee, USA starnesb@apsu.edu Abstract Studies indicate
More informationTelework and Professional Isolation: The Role of Social Networking
Abstract Telework and Professional Isolation: The Role of Social Networking Belinda Shipps, North Carolina A & T State University, bpshipps@ncat.edu Brandis Phillips, North Carolina A & T State University,
More informationHKIHRM HR PROFESSIONAL STANDARDS MODEL
HKIHRM HR PROFESSIONAL STANDARDS MODEL Creating Values For You and For Organisations Setting Standards Recognising s ABOUT HKIHRM The Hong Kong Institute of Human Resource Management (HKIHRM) is the leading
More informationIndustrial and organisational psychology
Chapter Industrial and organisational psychology Michael P O'Driscoll and Paul J Taylor Psychology Department University of Waikato New Zealand Introduction Industrial and organisational (I/0) psychology
More information129. Using Reputation System to Motivate Knowledge Contribution Behavior in Online Community
129. Using Reputation System to Motivate Knowledge Contribution Behavior in Online Community Sarah P.W. Shek City University of Hong Kong issarah@cityu.edu.hk Choon-Ling Sia City University of Hong Kong
More informationDepartment of Education Administration, School of Humanities, Saveh Branch, Islamic Azad University (IAU), Saveh, Iran
Int. J. Manag. Bus. Res., 4 (4), 247-254, Autumn 2014 IAU The Relationship between Servant Leadership and Organizational Citizenship Behavior of Employees at Valiasr Academic Complex, Islamic Azad University-Central
More informationCopyright 2007 Performance Equations. Service Excellence through Customer Experience Management
Excellence through Customer Experience Management Links in the Profit Chain Operating strategy and service delivery systems concept Business results Internal Internal Quality Quality Satisfaction Satisfaction
More informationMAGNT Research Report (ISSN. 1444-8939) Vol.2 (Special Issue) PP: 213-220
Studying the Factors Influencing the Relational Behaviors of Sales Department Staff (Case Study: The Companies Distributing Medicine, Food and Hygienic and Cosmetic Products in Arak City) Aram Haghdin
More informationConsequences of Service Recovery: Evidences from Public Sector of Pakistan
IOSR Journal of Business and Management (IOSR-JBM) e-issn: 2278-487X, p-issn: 2319-7668. Volume 17, Issue 5.Ver. II (May. 2015), PP 65-72 www.iosrjournals.org Consequences of Service Recovery: Evidences
More informationIssues in Information Systems Volume 13, Issue 1, pp. 258-263, 2012
FACULTY PERCEPTIONS OF PEDAGOGICAL BENEFITS OF WEB 2.0 TECHNOLOGIES AND VARIABLES RELATED TO ADOPTION Pamela A. Dupin-Bryant, Utah State University, pam.dupin-bryant@usu.edu 258 ABSTRACT In recent years,
More informationof Innovation and Change in Public and Private Companies
Managing Innovation: An Empirical study of Innovation and Change in Public and Private Companies U. Joseph Nnanna (Corresponding Author) Graduate College of Business Administration Argosy University Dallas
More informationHigh Commitment Performance Management: The Roles of Justice and Trust
Personnel Review, 2010, Volume 40, Issue 1, Pages 5-23 This article is Emerald Group Publishing and permission has been granted for this version to appear here (https://dspace.lib.cranfield.ac.uk/index.jsp).
More informationHuman Resource Diversity Management Practices and Organizational Citizenship Behavior: A Conceptual Model
Human Resource Diversity Management Practices and Organizational Citizenship Behavior: A Conceptual Model Ahmad Nizan Mat Noor Lecturer, Faculty of Business Management, Universiti Teknologi MARA, Perlis,
More informationCopyright subsists in all papers and content posted on this site.
Student First Name: Talhat Student Second Name: Alhaiou Copyright subsists in all papers and content posted on this site. Further copying or distribution by any means without prior permission is prohibited,
More informationOCB s in Small Businesses: A Matter of Leadership?
OCB s in Small Businesses: A Matter of Leadership? Paper presented at the 6 th November 14th 2009 International Conference of the Dutch HRM Network, Jos Mesu, Maarten van Riemsdijk, Karin Sanders Saxion
More informationCan Business Ethics Be Taught?
Can Business Ethics Be Taught? Yi-Hui Ho, Lecturer, Department of International Business, Chang Jung Christian University, Taiwan Chieh-Yu Lin, Associate Professor, Department of International Business,
More informationJungHoon (Jay) Lee Hospitality Management and Dietetics Kansas State University. and
Effects of Workplace Friendship on Employee Job Satisfaction, Organizational Citizenship Behavior, Turnover Intention, Absenteeism, and Task Performance JungHoon (Jay) Lee Hospitality Management and Dietetics
More informationOverview MBA Programme Courses 2015-2016
Overview MBA Programme Courses 2015-2016 copyright 2016 Stichting Hotelschool The Hague, The Netherlands All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,
More informationThe Mediating Effect of Organizational Commitment on Leadership Type and Job Performance
The Mediating Effect of Organizational Commitment on Leadership Type and Job Performance Dr. Hueryren Yeh, Shih Chien University, Kaohsiung, Taiwan Dachuan Hong, Graduate Student, Nanhua University, Taiwan
More informationInternal Reputation Assessment
index Introduction 1 Problems with current tools 3 Why is internal reputation important? 4 What is Assessmen and what are its benefits? 4 How does it work and what does it measure? 5 Map of the dimensions
More informationBrand Loyalty in Insurance Companies
Journal of Economic Development, Management, IT, Finance and Marketing, 4(1), 12-26, March 2012 12 Brand Loyalty in Insurance Companies Sancharan Roy, (B.E., MBA) Assistant Professor, St. Joseph's College
More informationRole Description Director, Customer Experience
Role Description Director, Customer Experience Classification/Grade/Band Band 1 Senior Executive Work Level Standards ANZSCO Code PCAT Code Date of Approval Work Contribution Stream: Service/Operational
More informationTurnover on Information Security Professionals: Findings from Korea
HyeWon Yoo, TaeSung Kim 169 Turnover on Information Security Professionals: Findings from Korea HyeWon Yoo *, TaeSung Kim Department of Management Information Systems College of Business, Chungbuk National
More informationPROPOSED DOCTORATE RESEARCH
PROPOSED DOCTORATE RESEARCH Socialization Tactics and Newcomer Adjustment: The Role of Organizational Culture, Team Dynamics, and Personality Dimensions PURPOSE Socialization Tactics and Newcomer Adjustment:
More informationGhassan R. Odeh 1 & Hamad R. Alghadeer 2
International Journal of Marketing Studies; Vol. 6, No. 3; 2014 ISSN 1918-719X E-ISSN 1918-7203 Published by Canadian Center of Science and Education The Impact of Organizational Commitment as a Mediator
More informationResearch Grant Proposals-Sample Sections. Implications for HR Practice - examples from prior proposals:
Research Grant Proposals-Sample Sections Implications for HR Practice - examples from prior proposals: Example 1: The research proposed will be of direct value to HR practitioners in several ways. First,
More informationIs There a Correlation for Companies With a Strong Employment Brand Between Employee Engagement Levels and Bottom Line Results?
Cornell University ILR School DigitalCommons@ILR Student Works ILR Collection Spring 2013 Is There a Correlation for Companies With a Strong Employment Brand Between Employee Engagement Levels and Bottom
More informationCopyrighted material SUMMARY
Source: E.C.A. Kaarsemaker (2006). Employee ownership and human resource management: a theoretical and empirical treatise with a digression on the Dutch context. Doctoral Dissertation, Radboud University
More informationLeadership and Management Competencies
Leadership and Management Competencies 0 The Saskatchewan Public Service Vision: The Best Public Service in Canada Our Commitment to Excellence Dedicated to service excellence, we demonstrate innovation,
More informationHeads of Schools: Appointment Process and Job Description
Heads of Schools: Appointment Process and Job Description I. Procedure for the Appointment of Heads of Schools The appointment, rather than the nomination, of Heads of Colleges was a sine qua non of the
More informationLeadership & People Management WSQ
Our frontline leaders in SIA are empowered to lead our service teams to achieve the highest levels of service excellence. They are trained in core functional skills as well as given the opportunity to
More informationSupervisor Psychological Contract Management
Maida Petersitzke Supervisor Psychological Contract Management Developing an Integrated Perspective on Managing Employee Perceptions of Obligations With a Foreword by Prof. Dr. Michel E. Domsch GABLER
More informationLeading Self. Leading Others. Leading Performance and Change. Leading the Coast Guard
Coast Guard Leadership Competencies Leadership competencies are the knowledge, skills, and expertise the Coast Guard expects of its leaders. The 28 leadership competencies are keys to career success. Developing
More informationActions Speak Louder than Words: Leading Sustainable Tourism into the Future
Actions Speak Louder than Words: Leading Sustainable Tourism into the Future Anne-Kathrin Zschiegner PhD Student, Centre for Sport, Leisure and Tourism Research, University of Exeter Business School. Rennes
More informationMEASURING EMPLOYEE EXPERIENCE TO DRIVE POSITIVE EMPLOYEE ENGAGEMENT A FORESEE WHITE PAPER
MEASURING EMPLOYEE EXPERIENCE TO DRIVE POSITIVE EMPLOYEE ENGAGEMENT A FORESEE WHITE PAPER 2014 ForeSee 2 MEASURING EMPLOYEE EXPERIENCE TO DRIVE POSITIVE EMPLOYEE ENGAGEMENT TABLE OF CONTENTS All Employee
More informationDeterminants of Organizational Citizenship Behavior and Its Outcomes
Determinants of Organizational Citizenship Behavior and Its Outcomes Ung Hee Lee 1, Hye Kyoung Kim 2*, and Young Hyung Kim 3 1 Cluster operation team, Korea Industrial Complex Corp., S. Korea 2 Occupational
More informationwww.pwc.com/workforce-analytics City and County of Denver 2015 Employee Engagement Survey
www.pwc.com/workforce-analytics City and County of Denver 2015 Employee Engagement Survey Prepared for and Presented to the City and County of Denver August 28, 2015 Overview Background Survey Objectives
More informationDoes Trust Matter to Develop Customer Loyalty in Online Business?
Does Trust Matter to Develop Customer Loyalty in Online Business? Pattarawan Prasarnphanich, Ph.D. Department of Information Systems, City University of Hong Kong Email: pprasarn@cityu.edu.hk Abstract
More informationMRS Regulations for Administering Incentives and Free Prize Draws
MRS Regulations for Administering Incentives and Free Prize Draws July 2015 MRS is the world s largest association for people and organisations that provide or use market, social and opinion research,
More informationCIPD Employee engagement
CIPD Employee engagement See www.cipd.co.uk for further details January 2007 This factsheet gives introductory guidance. It: considers what is meant by employee engagement and why organisations are interested
More informationThe Engineers Canada Leader
The Engineers Canada Leader Executive Summary Engineers Canada exists to provide national support and leadership on behalf of engineering regulators to promote and maintain the interests, honour, and integrity
More informationThe Role of Management Control to Australian SME s Sales Effectiveness
Page 1 of 8 ANZMAC 2009 The Role of Management Control to Australian SME s Sales Effectiveness Ken Grant, Monash University, Ken.Grant@buseco.monash.edu.au Richard Laney, Monash University, Richard.Laney@lpa.com.au
More informationBRAND MANAGEMENT AND MARKETING RESEARCH UNIT (BMMRU)
BRAND MANAGEMENT AND MARKETING RESEARCH UNIT (BMMRU) THE CHALLENGE OF FINANCIAL SERVICES BRANDING: MAJORING ON CATEGORY OR BRAND VALUES? Leslie de Chernatony and Fiona Harris August 2000 00/6 ISBN 0 7492
More informationANALYZING THE SIGNIFICANCE OF RE-ENGINEERING THE BUSINESS PROCESS IN CORPORATE STRATEGY
International Journal of Economics, Commerce and Management United Kingdom Vol. III, Issue 2, Feb 2015 http://ijecm.co.uk/ ISSN 2348 0386 ANALYZING THE SIGNIFICANCE OF RE-ENGINEERING THE BUSINESS PROCESS
More informationHR Maintenance: A Vital Factor to Promote Job Commitment
Abstract HR Maintenance: A Vital Factor to Promote Job Commitment Malikeh Beheshtifar Management Department, Rafsanjan Branch, Islamic AZAD University, Iran Email: m.beheshtifar@yahoo.com Mojtaba Safarian
More informationAssessing Employee Satisfaction at the Zimbabwe Open University
Assessing Employee Satisfaction at the Zimbabwe Open University Daniel Ndudzo Zimbabwe Open University, Harare, Zimbabwe ABSTRACT This study assesses employee satisfaction at the Zimbabwe Open University.
More informationThe Practice of Internal Marketing is Influence the Market Orientation and Innovation
The Practice of Internal Marketing is Influence the Market Orientation and Innovation Yafang Tsai Associate Professor, Department of Health Policy and Management, Chung-Shan Medical University, Taiwan
More informationProfile. Leadership Development Programs. Leadership Development. Approach to Leadership Development
Profile Leadership Development Programs Leadership Development Strong leadership will support an organisation in implementing change and driving the organisation from where it is now to where it needs
More informationCESAER Task Force Human Resources. Leadership and leadership development in academia
CESAER Task Force Human Resources Leadership and leadership development in academia June 2014 The main authors of the paper are Dr. Cecilia Hahn Berg and Cecilia Järbur, Chalmers University of Technology
More informationDOI: 10.6007/IJARBSS/v3-i12/421 URL: http://dx.doi.org/10.6007/ijarbss/v3-i12/421
Capturing the Factors of Perverse Perception of Employees for Performance Appraisal System: A Case of Broadband Internet Service Providing Companies In Pakistan Wasim Abbas Awan Faculty of Management Sciences,
More informationThe Impact of Affective Human Resources Management Practices on the Financial Performance of the Saudi Banks
327 The Impact of Affective Human Resources Management Practices on the Financial Performance of the Saudi Banks Abdullah Attia AL-Zahrani King Saud University azahrani@ksu.edu.sa Ahmad Aref Almazari*
More informationEthical Codes of Conduct and Organizational Context: A Study of the Relationship Between Codes of Conduct, Employee Behavior and Organizational Values
Ethical Codes of Conduct and Organizational Context: A Study of the Relationship Between Codes of Conduct, Employee Behavior and Organizational Values Mark John Somers ABSTRACT. Codes of ethics are being
More informationCRM Systems and Customer Survey Measurement A Panoramic View of Customers by Jamie Baker-Prewitt, Ph.D.,Vice President, Burke, Inc.
PUB. NO. 0602 CRM Systems and Customer Survey Measurement by Jamie Baker-Prewitt, Ph.D.,Vice President, Burke, Inc. Companies develop CRM (customer relationship management) systems for a variety of reasons,
More informationThe Influence of Human Resource Management Practices on the Retention of Core Employees of Australian Organisations: An Empirical Study
The Influence of Human Resource Management Practices on the Retention of Core Employees of Australian Organisations: An Empirical Study Janet Cheng Lian Chew B.Com. (Hons) (Murdoch University) Submitted
More informationLearning & Development Strategic Plan
Learning & Development Strategic Plan 2006 Preamble The Business Model Review of the Department of Corrective Services in 2004 identified that: Continuous workforce improvement through structured initial
More informationTHE INFLENCE OF PRINCIPALS LEADERSHIP STYLES ON SCHOOL TEACHERS JOB SATISFACTION STUDY OF SECONDRY SCHOOL IN JAFFNA DISTRICT
International Journal of Scientific and esearch Publications, Volume 4, Issue 1, January 2014 1 THE INFLENCE OF PINCIPALS LEADESHIP STYLES ON SCHOOL TEACHES JOB SATISFACTION STUDY OF SECONDY SCHOOL IN
More information50 EMPLOYEE ENGAGEMENT. IDEAS and TIPS A LEADER S GUIDE TO EMPLOYEE ENGAGEMENT
50 EMPLOYEE ENGAGEMENT IDEAS and TIPS A LEADER S GUIDE TO EMPLOYEE ENGAGEMENT ! 50 EMPLOYEE ENGAGEMENT IDEAS and TIPS: 50 EMPLOYEE ENGAGEMENT IDEAS AND TIPS 1 2 3 4 5 BE A BETTER BOSS! Immediate manager
More informationLeadership Styles and Effectiveness of Principals of Vocational Technical Institutions in Ghana
Leadership Styles and Effectiveness of Principals of Vocational Technical Institutions in Ghana Christina Boateng, PhD Employment Counselling Unit, Saskatoon Open Door Society Saskatoon, Canada Abstract
More informationThis iterative list of questions is designed to form an initial diagnostic questionnaire to assess a bank s current
AUGUST 2015 PROJECT TECHNICAL NOTE DIAGNOSTIC CHECKLIST FOR SME BENCHMARKING INTRODUCTION Key Questions Undertaking an Initial Benchmarking Review of SME Banking Practice This iterative list of questions
More informationORGANIZATIONAL COMMUNICATION 1
ORGANIZATIONAL COMMUNICATION 1 SMALL ORGANIZATIONS MUST TRANSITION INTO A COMMUNICATION STYLE THAT SUPPORTS A CULTURE OF EMPLOYEE AND ORGANIZATIONAL GROWTH A Thesis Presented to the Faculty in Communication
More informationHaider Raza Abid Foundation University Islamabad, Pakistan Email: haider_abid110@yahoo.com
The impact of servant leadership on organizational citizenship behaviors with the mediating role of trust and moderating role of group cohesiveness A Study of public Sector of Pakistan Haider Raza Abid
More informationOverview of Leadership Theories By Sue Panighetti
This is a discussion on various different leadership theories and how they apply to leading others. Use the Leadership Points for Dialogue to help explore each of these theories and how they may or may
More informationA Proposal Framework for investigating the impact of customer relationship management on customer retention in e-commerce
A Proposal Framework for investigating the impact of customer relationship management on customer retention in e-commerce Abbas Keramati Industrial Engineering Department, Faculty of Engineering University
More informationFactors Affecting Job Performance: A Review of Literature
Factors Affecting Job Performance: A Review of Literature Korkaew Jankingthong 1* and Suthinee Rurkkhum 2 1 Department of Human Resource Management, Hatyai Business School, Hatyai University, Thailand
More information