Customer Satisfaction and Employee Satisfaction: A Conceptual Model and Research Propositions
|
|
- Amos Houston
- 7 years ago
- Views:
Transcription
1 Customer Satisfaction and Employee Satisfaction: A Conceptual Model and Research Propositions Abstract Purpose: The marketing literature reflects remarkably little effort to develop a framework for understanding how customer responses to service affect the work attitudes of employees. In particular, very little is known about the influence of customer satisfaction and customer satisfaction outputs on the individual employee s work satisfaction. Theoretical Background: The authors draw on balance theory and emotional contagion theory to provide a foundation for future research by developing research propositions, and constructing a framework for understanding how customer satisfaction influences employee satisfaction. Practical Implications: Managers can use the information from this study as a guide for matching employees to customers. Keywords: Employee Satisfaction, Customer Satisfaction, Employee-Customer Identification, Emotional Contagion, Balance Theory, Customer Status Track: Services Marketing 1
2 Customer Satisfaction and Employee Satisfaction: A Conceptual Model and Research Propositions 1. Introduction The study of customer satisfaction, along with its determinants and outcomes is a major area of interest among marketing academia. In terms of outcomes of customer satisfaction, performance and loyalty have been the major variables considered. However, in recent years, there is a growing a body of research which focuses on how customer satisfaction affects employees (Pugh, 2001, Ryan, Schmidt and Johnson, 1996; Yi, Nataraajan and Gong, 2011; Luo and Homburg, 2007). The idea that customer outcomes might influence employee attitudes has been present in the literature for over four decades. For example Friedlander and Pickle (1968: ) suggest that Customer satisfaction may fulfill employee service needs, thereby causing employee satisfaction. However till date, very little empirical attention has been devoted to the potential impact of customer satisfaction on employee satisfaction. To the researchers knowledge, only three empirical studies (Ryan, Schmidt, and Johnson, 1996; Pugh, 2001; Luo and Homburg, 2007) have explicitly addressed this issue. A careful examination of the limited literature on this topic reveals two important gaps. First, most extant studies have discussed or tested a direct relationship between customer and employee satisfaction. This leaves the reader with a black box of process. There is therefore need for more theoretical work explaining this key relationship. Second, there is a need to better understand what factors make an employee s work satisfaction more or less prone to the influence of customer satisfaction? The limited literature in this area, by focusing on aggregate employee satisfaction, often implicitly assumes that employees are similarly influenced by customer satisfaction or dissatisfaction. This is unlikely because individual characteristics, job characteristics as well as relational dynamics might result in work satisfaction being influenced to different degrees by customer satisfaction. From a practice perspective, describing conditions under which the relationship between customer satisfaction and employee satisfaction may be stronger or weaker provides information to aid managers in the individual management of employees. The purpose of this article, therefore, is to delineate the effect of customer satisfaction on employee satisfaction, develop a propositional inventory, and create a framework for directing future research in this area. While there are studies that focus on how employee satisfaction influences customer satisfaction (e.g., Evanschitzky, Sharma and Prykop, 2012; Homburg and Stock, 2005), our study, without conflicting with these studies, examines customer satisfaction s influence on employee work satisfaction. In developing propositions, we draw on the literature in marketing and related disciplines. Figure 1 is a conceptual model for our discussion. 2. Literature Review and Research Propositions Work satisfaction is defined as an employees sense of satisfaction not only with the work itself but also with the larger organizational context within which work exists.customer satisfaction is defined as an attitude resulting from an evaluative process where a standard 2
3 concerning an offer obtained from a company is compared to the customer s perception of the actual offer (e.g., Oliver, 1996). For reasons of parsimony, we do not discuss level of analysis issues or the different facets of customer satisfaction overall satisfaction with the firm, satisfaction with the employee etc.in this paper. Figure 1: Customer Satisfaction and Employee Satisfaction CUSTOMERS ECID ESEC EMPLOYEES COMPLAINTS SATISFACTION EMOTIONS EMOTIONS SATISFACTIO N PICS COMPLIMENTS ESEC: Employee susceptibility to emotional contagion; ECID: Employee Customer Identification PICS: Perceived Importance of customer Satisfaction 2.1 Mechanisms of Influence: How does the influence occur? In explaining the direct and mediated paths linking customer satisfaction and employee satisfaction, we draw upon three principles of social psychology that link individual s interactions and their attitudes. First, individuals seek balance, which may be achieved by modifying their attitudes to correspond to those of others (Heider, 1958). Second, information theory suggests that individual s sentiments are influenced by the information to which they are exposed through interaction with others (Anderson 1971). Third, emotional contagion theory holds that exposure to someone else s positive or negative emotions can produce a corresponding change in the observer s emotional state (Pugh, 2001) and subsequently lead to attitude change. 3
4 2.2 Mediators: Direct Outputs of Customer Satisfaction The key mediators which link customers satisfaction to employee satisfaction are customers reactions following their evaluation of satisfaction or dissatisfaction as well as their expressed emotions. Literature suggests that complaining about service or complimenting service employees are two potential reactions that may emanate from satisfaction judgements. Furthermore, customers might express negative or positive emotions depending on their satisfaction levels. Consequently Proposition 1: Customer satisfaction has a direct effect on customers complaining behaviour Proposition 2: Customer satisfaction has a direct effect on customers complimenting behaviour Proposition 3: Customer satisfaction has a direct effect on customers emotions 2.3 Employee Work satisfaction: why should customers matter? In the internal marketing literature, work satisfaction is often thought to be the result of controllable elements of the work environment and work conditions. However, while intuitively convincing, working conditions as the major cause of work satisfaction have been challenged. Research suggests that non-controllable elements also impact on the satisfaction of employees and in particular frontline employees. Furthermore, there is a growing appreciation that outputs of customer contact employee interactions with customers (e.g., customer satisfaction) are also determinants of employee satisfaction (Bell et al., 2004; Luo and Homburg, 2007). There are a few reasons for this. First, a need fulfillment theory perspective (Vroom, 1964), suggests that work satisfaction is the result of good performance (Bagozzi, 1980). Second, customer satisfaction and its outputs serve as feedback to the employee about how their work and their organization are perceived (Bell et al., 2004). Third, customer satisfaction should influence employee work satisfaction because it indicates the attractiveness of the organization as an employer and thus signals better future opportunities for the employee (Luo and Homburg, 2007). Therefore Proposition 4: Customer satisfaction has a direct effect on employee satisfaction Proposition 5: Customer complaining has a direct effect on employee satisfaction Proposition 6: Customer compliments has a direct effect on employee satisfaction 2.4 Employee Emotions Emotional contagion effects are likely to flow from customers to employees because individuals are more likely to transmit their emotions to others when they are able to express these emotions (Hatfield, et al., 1994). We argue that customers are more likely than employees to consciously display emotions related to their experiences in the service encounter. Individuals are also likely to assimilate the emotions of individuals to whom they pay attention to. Furthermore, employees are likely to pay attention to the emotions of customers because they depend more on the customers than vice-versa (Hatfield et al., 1994). 4
5 We also suggest in line with previous research that employee emotions are directly influenced by customer complaints and customer compliments. Therefore Proposition 7: Customer emotions directly influence employee emotions Proposition 8: Customer complaining has a direct effect on employee emotions Proposition 9: Customer compliments has a direct effect on employee emotions 2.5 Employee Emotions and Employee Satisfaction We also suggest that employee emotions are crucial in determining how satisfied employees are with their work. Employees who experience negative emotions on the job are less likely to be satisfied than those who experience positive emotions. Therefore Proposition 10: Employee emotions directly influence employee satisfaction 2.6 Moderators Perceived Importance of Customer Satisfaction: Research has shown that the effect of feedback on individuals depends on how important that feedback is to the individual (Earley, 1986). In essence, while some employees would perceive feedback in terms of customer satisfaction as very important, others might perceive it as less important. These differences in importance perceptions may result from different individual characteristics such as levels of customer orientation or from perceptions of the consequences of customer satisfaction on personally-relevant outcomes might differ from one employee to another. For example, some employees may not consider their promotion to be significantly dependent on customers satisfaction while others might perceive the opposite. As a result of differences in perceived importance, we expect that, for all levels of customer satisfaction, there would be differential impacts of customer satisfaction on work satisfaction. Therefore: Proposition 11: The effects of customer complaints, customer compliments, and customer emotions respectively on customer emotions are moderated by the perceived importance of customer satisfaction to the employee Proposition 12: The effects of customer complaints and customer compliments on customer satisfaction are moderated by the perceived importance of customer satisfaction to the employee Susceptibility to emotional contagion: Previous literature has documented individual differences in susceptibility to emotional contagion due to differences in gender, culture, personality, occupation, and so on (Hatfield et al., 1994). Translated to an organizational context, differing levels of susceptibility should influence both the actions and reactions of employees to events. Verbeke (1997), for example, found that salespersons that are more sensitive to the emotions of their customers could perform better yet incur higher risks of burnout in a sales organization. Accordingly, we conjecture that the effect of customer 5
6 satisfaction on employee work satisfaction will depend on how susceptible employees are to the emotions of customers. Therefore: Proposition 13: Susceptibility to emotional contagion increases the effect of customer emotions on employee emotions Employee-Customer Identification: Recent advances in social identity theory suggest that identification with customers can also be a powerful source of self-definition (Korschun, Bhattacharya and Swain, 2010). When a social identity is salient, people see themselves as relatively interchangeable members of the group rather than as unique individuals; a process known as depersonalization (Mackie et al., 2008). Depersonalization causes an individual to react as a group member rather than as a unique individual, and so events have emotional consequences based on how they affect the group and not the individual. Consequently, we suggest that the more the employee identifies with the customer, the more the employees will be influenced by the customer s actions and emotions. Therefore: Proposition 14: The effects of customer complaints, customer compliments, and customer emotions respectively on customer emotions are moderated by the employee-customer identification 3. Managerial Implications First, our research suggests that customer satisfaction should impact upon employee work satisfaction. This is important because, if customer satisfaction directly influences employee satisfaction, then in addition to efforts by the organization to improve employee work satisfaction efforts may also be focused on directly improving customer satisfaction. Second, the research clearly delineates the process of influence as well as factors that can be expected to strengthen or weaken the effect of customer satisfaction on employee work satisfaction. While many of these factors are not controllable, some of them are controllable by managers and therefore can be altered by them so that customer s satisfaction might more readily influence employee satisfaction. For example, managers can act to make customer satisfaction more personally relevant (and so important) to employees through restructuring of rewards. Managers can also use the information from this study as a guide for matching employees to specific customers. For example, when faced with a difficult customer, who is constantly dissatisfied, managers might choose to match such a customer with an employee who is less likely to be influenced by the customer s emotions and attitudes. In conclusion, our propositional inventory and conceptual framework represent efforts to build a foundation for understanding how customers influence employees. Future studies can improve knowledge by expanding the framework and empirically testing our propositions. 6
7 Selected References Anderson, N. H. (1971). Integration theory and attitude change. Psychological Review, 78 (3) Ashforth, B. E., Harrison, S. H., & Corley, K. G. (2008). Identification in organizations: An examination of four fundamental questions. Journal of Management, 34(3), Dormann, C. & Zapf, D. (2001). Job satisfaction: a meta-analysis of stabilities. Journal of Organizational Behavior 22(5): Earley, P. C. (1986). Trust, perceived importance of praise and criticism, and work performance: An examination of feedback in the United States and England. Journal of Management, 12, Hatfield, E., Cacioppo, J.T, & Rapson, R. (1994). Emotional Contagion. New York: Cambridge University Press. Heider, F. (1958). The psychology of interpersonal relations. New York: Wiley. Judge, T.A.; Bono, J.E.; Erez, A. & Locke E.A. (2005). Core self-evaluations and job and life satisfaction: the role of self-concordance and goal attainment. Journal of Applied Psychology, 90 (2), Locke, K.D. (2003). Status and solidarity in social comparison: agentic and communal values and vertical and horizontal directions. Journal of Personality and Social Psychology, 84 (3), Luo, X., & Homburg, C. (2007). Neglected outcomes of customer satisfaction. Journal of Marketing, 71(2), Mackie, D. M., Smith, E. R., & Ray, D. G. (2008). Intergroup emotions and intergroup relations. Social and Personality Psychology Compass, 2(5), Pugh, D.S. (2001). Service with a smile: Emotional contagion in the service encounter. Academy of Management Journal, 44 (5), Ryan, A. M., Schmit, M. J. & Johnson, R. (1996). Attitudes and effectiveness: Examining relations at an organizational level. Personnel Psychology, 49 (4): Vroom, V. H. (1964). Work and Motivation. New York: Wiley. Yi, Y., Nataraajan, R., & Gong, T. (2011). Customer participation and citizenship: behavioral influences on employee performance, satisfaction, commitment, and turnover intention. Journal of Business Research, 64(1),
Expectancy 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 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 informationSally Sample 24 August 2010
candidate interview report Sally Sample 24 August 2010 preface The RPMQ is a self-report questionnaire designed to measure characteristics that are important in the occupational setting. These characteristics
More information1. LEADERSHIP 90 INFORMATION & ANALYSIS STRATEGIC QUALITY PLANNING 4. HUMAN RESOURCE DEVELOPMENT & MANAGEMENT 150
MANAGEMENT EFFECTIVENESS If you are interested in achieving quality management, service excellence and customer satisfaction, this is the audit used by Ritz Carlton to earn the national quality award.
More informationExamining Motivation Theory in Higher Education: An Expectancy Theory Analysis of Tenured Faculty Productivity
VOLUME 15, NUMBER 1, 2012 Examining Motivation Theory in Higher Education: An Expectancy Theory Analysis of Tenured Faculty Productivity Brent Estes, PhD Assistant Professor Department of Health & Kinesiology
More informationADAPTATION OF EMPLOYEES IN THE ORGANIZATION AND ITS IMPORTANCE IN TERMS OF HUMAN RESOURCE MANAGEMENT
114 Management and Economics ADAPTATION OF EMPLOYEES IN THE ORGANIZATION AND ITS IMPORTANCE IN TERMS OF HUMAN RESOURCE MANAGEMENT Jaroslav NEKORANEC Jaroslav.Nekoranec@aos.sk Lenka NAGYOVÁ lenka.nagyova@mil.sk
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 informationFactors Affecting Customer Positive Emotion and Service Relation-Restaurants in Hotel as Examples
Factors Affecting Customer Positive Emotion and Service Relation-Restaurants in Hotel as Examples Cedric Hsi-Jui Wu 1 and Chieh-Hen Shen 2 Department of Business Administration, National Dong Hwa University,
More informationRole Expectations Report for Sample Employee and Receptionist
Role Matching of Sample Employee and Receptionist Page 1 Role Expectations Report for Sample Employee and Receptionist TUTORIAL WORKSHEET In order to match a candidate to a particular role, look at several
More informationThe Relationship between the Fundamental Attribution Bias, Relationship Quality, and Performance Appraisal
The Relationship between the Fundamental Attribution Bias, Relationship Quality, and Performance Appraisal Executive Summary Abstract The ability to make quality decisions that influence people to exemplary
More informationWhat are your first thoughts when faced with a new change
What are your first thoughts when faced with a new change What is change? The concept of change management describes a structured approach to transitions in individual, teams, organization, and societies,that
More informationMOTIVATION. Upon completion of this module you should be able to:
MOTIVATION Motivating is the management process influencing people s behaviour based on this knowledge of what makes people tick. Motivating and motivation both deal with the range of conscious human behaviour
More informationNational Disability Authority Resource Allocation Feasibility Study Final Report January 2013
National Disability Authority Resource Allocation Feasibility Study January 2013 The National Disability Authority (NDA) has commissioned and funded this evaluation. Responsibility for the evaluation (including
More informationROLE OF EMPLOYEE ENGAGEMENT IN BUILDING JOB SATISFACTION AMONG EMPLOYEES OF AUTOMOTIVE INDUSTRIES IN INDIA
International Journal of Human Resource Management and Research (IJHRMR) ISSN 2249-6874 Vol. 3, Issue 1, Mar 2013, 1-6 TJPRC Pvt. Ltd. ROLE OF EMPLOYEE ENGAGEMENT IN BUILDING JOB SATISFACTION AMONG EMPLOYEES
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 information5 Discussion and Implications
5 Discussion and Implications 5.1 Summary of the findings and theoretical implications The main goal of this thesis is to provide insights into how online customers needs structured in the customer purchase
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 informationDELIGHTFUL OR DEPENDABLE? VARIABILITY OF CUSTOMER EXPERIENCES AS A PREDICTOR OF CUSTOMER VALUE
DELIGHTFUL OR DEPENDABLE? VARIABILITY OF CUSTOMER EXPERIENCES AS A PREDICTOR OF CUSTOMER VALUE Yanliu Huang George Knox Daniel Korschun * WCAI Proposal December 2012 Abstract Is it preferable for a company
More informationTurnover. Defining Turnover
Retaining Talent A guide to analyzing and managing employee turnover; By David G. Allen, Ph.D., SPHR SHRM Foundation s Effective Practice Guidelines Series Defining Turnover Turnover is defined as an employee
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 informationWriting a degree project at Lund University student perspectives
1 Writing a degree project at Lund University student perspectives Summary This report summarises the results of a survey that focused on the students experiences of writing a degree project at Lund University.
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 informationEnhancing Employees Service Recovery Performance through Trust- Based Management
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
More informationWhy Some People Attend All the Time and Others Don t. Gary Connor Coventry University
Why Some People Attend All the Time and Others Don t Gary Connor Coventry University Introduction This paper was originally intended to be a representation of 12 months of my PhD research on the link between
More informationISO 9001:2015 Internal Audit Checklist
Page 1 of 14 Client: Date: Client ID: Auditor Audit Report Key - SAT: Satisfactory; OBS: Observation; NC: Nonconformance; N/A: Not Applicable at this time Clause Requirement Comply Auditor Notes / Evidence
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 informationEmotionally unstable? It spells trouble for work, relationships and life
Emotionally unstable? It spells trouble for work, relationships and life Rob Bailey and Tatiana Gulko, OPP Ltd Summary This presentation explores a range of studies of resilience using the 16PF questionnaire,
More informationIMPACT OF CORE SELF EVALUATION (CSE) ON JOB SATISFACTION IN EDUCATION SECTOR OF PAKISTAN Yasir IQBAL University of the Punjab Pakistan
IMPACT OF CORE SELF EVALUATION (CSE) ON JOB SATISFACTION IN EDUCATION SECTOR OF PAKISTAN Yasir IQBAL University of the Punjab Pakistan ABSTRACT The focus of this research is to determine the impact of
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 informationWhat was the impact for you? For the patient? How did it turn out? How has this helped you in your job? What was the result?
EXAMPLE VALUE BASED INTERVIEW QUESTIONS VALUE LEADING QUESTION FOLLOW UP QUESTIONS KEY CRITERIA Compassion Give me an example of a time when you were particularly perceptive regarding a Describe what you
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 informationPERCEIVED QUALITY IN THE DELIVERY OF BUSINESS SUPPORT SERVICES: A CONCEPTUAL FRAMEWORK (WITH PRACTICAL IMPLICATIONS)
PERCEIVED QUALITY IN THE DELIVERY OF BUSINESS SUPPORT SERVICES: A CONCEPTUAL FRAMEWORK (WITH PRACTICAL IMPLICATIONS) Nicola Bellini LINK Research Center Scuola Superiore Sant'Anna Pisa - Italy nbellini@sssup.it
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 informationCHAPTER 3 - CUSTOMER RELATIONSHIP MANAGEMENT (CRM)
CHAPTER 3 - CUSTOMER RELATIONSHIP MANAGEMENT (CRM) 3.1 INTRODUCTION The most important purpose of any service orientated organisation is to retain customers. It is critical for any organization to keep
More informationDNV GL Assessment Checklist ISO 9001:2015
DNV GL Assessment Checklist ISO 9001:2015 Rev 0 - December 2015 4 Context of the Organization No. Question Proc. Ref. Comments 4.1 Understanding the Organization and its context 1 Has the organization
More informationFewer. Bigger. Stronger.
Fewer. Bigger. Stronger. The Secret to Setting Great Goals Fewer. Bigger. Stronger. Fewer. Bigger. Stronger. The Secret to Setting Great Goals by Marc Effron, President, The Talent Strategy Group While
More informationE- PERFORMANCE MANAGEMENT
E- PERFORMANCE MANAGEMENT Ravisha B Assistant Professor, MSNM Besant Institute of PG Studies, Bondel, Mangalore,DKD, Karnataka, India. 575008 Pakkeerappa P Professor Department of Business Administration,
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 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 informationCorrelation between competency profile and course learning objectives for Full-time MBA
Correlation between competency and course for Full-time MBA Competency management in the Organizational Behavior and Leadership Managing Sustainable Corporations Accounting Marketing Economics Human Resource
More informationThree Theories of Individual Behavioral Decision-Making
Three Theories of Individual Decision-Making Be precise and explicit about what you want to understand. It is critical to successful research that you are very explicit and precise about the general class
More informationShaping The Workplace Of The Future insights from the 2008 symposium WALKING IN YOUR CUSTOMER S SHOES: ORGANIZATION
WALKING IN YOUR CUSTOMER S SHOES: USING PERSPECTIVE TAKING TO CREATE A CLIENT-CENTRIC ORGANIZATION Contributors: Seymour Adler, Ph.D., executive vice president, aon consulting Miriam Nelson, Ph.D., senior
More informationThe BOG? Chart. Assessing Customer Feedback
Dennis Adams a s s o c i a t e s The Chart Assessing Customer Feedback Dennis Adams (c) Dennis Adams Associates, 2007 1 Introduction The Chart is a means of visually representing some of the challenges
More informationTHE BEHAVIORAL-BASED INTERVIEW
THE BEHAVIORAL-BASED INTERVIEW When interviewing candidates for a position at your facility, it is important to remember that it is important to ask questions beyond what can be found on a Curriculum Vitae.
More informationTHE IMPORTANCE OF SPIRITUAL VALUES AND PRACTICES FOR THE CONSTRUCTION OF NEGOTIATION CAPABILITY
THE IMPORTANCE OF SPIRITUAL VALUES AND PRACTICES FOR THE CONSTRUCTION OF NEGOTIATION CAPABILITY Heloísa Oliveira UPC - EUHT CETT-UB España Miquel Subirachs Torné UPC España Edna Rocio Bravo-Ibarra UPC
More informationLinking Employee Satisfaction, Employee Engagement, and Employee Ambassadorship Session 1: Ambassadorship Concept/Framework Introduction and Rationale
Linking Employee Satisfaction, Employee Engagement, and Employee Ambassadorship Session 1: Ambassadorship Concept/Framework Introduction and Rationale Driving A Successful Customer-Centric Culture Through
More informationEmployee Surveys: Four Do s and Don ts. Alec Levenson
Employee Surveys: Four Do s and Don ts Alec Levenson Center for Effective Organizations University of Southern California 3415 S. Figueroa Street, DCC 200 Los Angeles, CA 90089 USA Phone: 1-213-740-9814
More informationSpecialisation Psychology
Specialisation Psychology Semester 1 Semester 2 An Introduction to Doing Research Politics, Power and Governance I Philosophy of the Social Sciences Economics, Markets and Organisations I Rhetoric Law,
More informationArkansas State PIRC/ Center for Effective Parenting
Increasing Your Child s Motivation to Learn In order to be successful in school and to learn, students must stay involved in the learning process. This requires students to do many different activities
More informationInternal Quality Management System Audit Checklist (ISO9001:2015) Q# ISO 9001:2015 Clause Audit Question Audit Evidence 4 Context of the Organization
Internal Quality Management System Audit Checklist (ISO9001:2015) Q# ISO 9001:2015 Clause Audit Question Audit Evidence 4 Context of the Organization 4.1 Understanding the organization and its context
More informationFIELD EDUCATION PROGRAM OVERVIEW
FIELD EDUCATION PROGRAM OVERVIEW TABLE OF CONTENTS Field Education Program. 2 Objectives of Field Education. 2 Junior Year Field Work. 3 Senior Year Field Work... 3 Core Year Field Work 4 Advanced Year
More informationCustomer Satisfaction and the Success of Your Organization
Customer Satisfaction and the Success of Your Organization Customer Satisfaction and the Success of Your Organization page 2 Maintaining customer satisfaction is hard work. How do you know your customers
More informationKerri R. Rittschof, PhD and Vincent J. Fortunato, PhD Walden University
Kerri R. Rittschof, PhD and Vincent J. Fortunato, PhD Walden University Child Protective Services (CPS) Case Managers Roles Respond to allegations of child abuse and/or neglect Ensure child safety Provide
More informationMotivation Early Work. What Is Motivation. Motivation Theories. Maslow s Hierarchy Of Needs. Alderfer s ERG Theory
What Is Motivation Willingness to exert high levels of effort toward organizational goals Conditioned by the effort s ability to satisfy some individual need Motivation Early Work Thorndike s (1911) Law
More informationTeam Building MARZIO ZANATO
Team Building 1 What is Teamwork & Team Building Teamwork Concept of people working together as a team Team player A team player is someone who is able to get along with their colleagues and work together
More informationKEY CONCEPTS AND IDEAS
LEAD SELF The domain of the LEADS in a Caring Environment leadership capability framework, consists of four capabilities: a leader (1) Is Self-Aware, (2) Manages Self, (3) Develops Self, and (4) Demonstrates
More informationRestaurant Tips 1. Restaurant Tips and Service Quality: A Weak Relationship or Just Weak Measurement? Michael Lynn. School of Hotel Administration
Restaurant Tips 1 Running Head: RESTAURANT TIPS AND SERVICE Restaurant Tips and Service Quality: A Weak Relationship or Just Weak Measurement? Michael Lynn School of Hotel Administration Cornell University
More informationEight Leadership Principles for a Winning Organization. Principle 1 Customer Focus
Eight Leadership Principles for a Winning Organization Leading and operating an organization successfully requires managing it in a systematic and visible manner. Success should result from implementing
More informationChapter Seven. Multiple regression An introduction to multiple regression Performing a multiple regression on SPSS
Chapter Seven Multiple regression An introduction to multiple regression Performing a multiple regression on SPSS Section : An introduction to multiple regression WHAT IS MULTIPLE REGRESSION? Multiple
More informationThe Insightlink 4Cs. Employee Survey Feedback and Action Planning Workbook
Insightlink Communications 80 South Lake Ave. Suite 680 Pasadena, CA 91101 USA w w w.insightlink.com - Tel: 866.802.8095 - Email: info@insightlink.com This guide is designed as a workbook to enable HR
More informationSocial Informatics Today and Tomorrow: Status, Problems and Prospects of Development of Complex Lines in the Field of Science and Education
triplec 9(2): 460-465, 2011 ISSN 1726-670X http://www.triple-c.at Social Informatics Today and Tomorrow: Status, Problems and Prospects of Development of Complex Lines in the Field of Science and Education
More informationSUNOVA CREDIT UNION BRAND STRATEGY
SUNOVA CREDIT UNION BRAND STRATEGY A collaboration by Sunova employees and members Collated by the Sunova Marketing Department Introduction What is a brand? Our brand is our promise to our members and
More informationConsumer s Internet shopping anxiety and coping behavior in e-tailing service Abstract
Consumer s Internet shopping anxiety and coping behavior in e-tailing service Abstract In this paper, we introduce a new factor we dubbed Internet shopping anxiety that influences the behaviors of online
More informationThe Importance of Training for Human Resource Development in Organization
The Importance of Training for Human Resource Development in Organization Astuty Mulang Indonesia Timur University of Makassar doi:10.5296/jpag.v5i1.7505 URL: http://dx.doi.org/10.5296/ jpag.v5i1.7505
More informationSample interview question list
Sample interview question list Category A Introductory questions 1. Tell me about yourself. 2. Why would you like to work for this organisation? 3. So what attracts you to this particular opportunity?
More informationORGANIZATIONAL BEHAVIOR
Overview ORGANIZATIONAL BEHAVIOR Lesson 2 In last lecture we tried to understand the term of organizational behavior its need and its impact on the organization. The focus in this discussion is to have
More informationPanellists guidance for moderating panels (Leadership Fellows Scheme)
Panellists guidance for moderating panels (Leadership Fellows Scheme) Contents 1. What is an introducer?... 1 2. The role of introducers prior to the panel meeting... 2 Assigning of roles... 2 Conflicts
More informationA New Advising Model Using a Non-Traditional Approach: Advising in a Changing Environment
A New Advising Model Using a Non-Traditional Approach: Advising in a Changing Environment Timothy Mahoney, University of Southern Indiana Timothy Schibik, University of Southern Indiana Academic advising
More informationWhat Do Master s Thesis Titles Inform about Media Technology?
What Do Master s Thesis Titles Inform about Media Technology? Oittinen, P. Aalto University, School of Science (Aalto SCI), Department of Media Technology, P.O.Box 15500, FIN-00076 Aalto, Finland, http://media.tkk.fi
More informationCoaching Environment. The A&DC Thought Leadership Series. Creating the Environment for Coaching
The A&DC Thought Leadership Series Coaching Environment Creating the Environment for Coaching 2008 The A&DC Group (01483 860898) V1 05/08 Page 0 of 6 Creating the Environment for Coaching Coaching was
More informationIMPACT ANALYSIS OF SERVICE QUALITY ON CUSTOMER SATISFACTION IN GROCERY STORE CHAINS-AN EMPIRICAL STUDY OF EMPLOYEES PERSPECTIVE.
IMPACT ANALYSIS OF SERVICE QUALITY ON CUSTOMER SATISFACTION IN GROCERY STORE CHAINS-AN EMPIRICAL STUDY OF EMPLOYEES PERSPECTIVE. Sudhir Kumar Singh Research Scholar, RTM Nagpur University, PhD (Pursuing),
More informationSales Management 101, Conducting Powerful Sales Review Meetings
Sales Management 101, Conducting Powerful Sales Review Meetings Dave Brock, Partners In EXCELLENCE Dimensions of EXCELLENCE is based on the four dimensions of performance and organizational excellence.
More informationChapter 15 Personnel Management
Chapter 15 Personnel Management In the corporate sector, it s called human resources. And it makes sense, since your personnel are perhaps your most important resource. You can have the best operating
More informationNon-personal communication
Week 8: Promotions Integrated Marketing Communications: advertising, Sales Promotion, Public Relations, and Direct Marketing Strategic Goals Of Marketing Communication Create awareness Build positive images
More informationGLOBAL FINANCIAL PRIVATE CAPITAL Job Description. JOB TITLE: Client Relationship Manager
GLOBAL FINANCIAL PRIVATE CAPITAL Job Description JOB TITLE: Client Relationship Manager Reports To: Financial Advisor Exempt Prepared by: ADP Resource June 10, 2014 SUMMARY This position is primarily responsible
More informationThe views expressed in this publication do not necessarily reflect the official views of the Asian Productivity Organization (APO) or any APO member.
First published in Japan by Leaf Square Hongo Building 2F 1-24-1 Hongo, Bunkyo-ku Tokyo 113-0033, Japan www.apo-tokyo.org 2015 The views expressed in this publication do not necessarily reflect the official
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 informationInternal Marketing Orientation in Cultural Change Management for Organisation Development
MEB 2008 6 th International Conference on Management, Enterprise and Benchmarking May 30-31, 2008 Budapest, Hungary Internal Marketing Orientation in Cultural Change Management for Organisation Development
More informationPerformance Appraisal and it s Effectiveness in Modern Business Scenarios
Performance Appraisal and it s Effectiveness in Modern Business Scenarios Punam Singh* *Assistant Professor, Department of Social Work, Sardar Patel University, Vallabh Vidhyanagar, Anand, Gujarat, INDIA.
More informationPsychological contracting and employee motivation a literature review
02/02 2012 Psychological contracting and employee motivation a literature review Eila Pajarre Department of Industrial Management Tampere University of Technology Introduction This review gathers together
More informationFactors Affecting Key Account Manager Performance
Factors Affecting Key Account Manager Performance Mahlamäki, Tommi Tampere University of Technology P.O. Box 541 FIN-33101 Tampere, Finland Email: tommi.mahlamaki@tut.fi Uusitalo, Olavi Tampere University
More informationORGANISATIONAL BEHAVIOUR dean@commerce.uz.ac.zw Dr. I. Chaneta Faculty of Commerce University of Zimbabwe
ORGANISATIONAL BEHAVIOUR dean@commerce.uz.ac.zw Dr. I. Chaneta Faculty of Commerce University of Zimbabwe ABSTRACT Mullins (2005) defines organisational behaviour as the study and understanding of individual
More informationApproaches to tackle the research-business gap Technology audit principles. Practical support mechanisms
Dragomir Mihai Minsk, 27-28 th May 2015 mihai.dragomir@muri.utcluj.ro Approaches to tackle the research-business gap Technology audit principles. Practical support mechanisms 1 Did you know? According
More informationEFFECTIVENESS OF COMMUNICATION IN RELATION TO TRAINING OF SALES STAFF
EFFECTIVENESS OF COMMUNICATION IN RELATION TO TRAINING OF SALES STAFF Gregor Jagodič International School for Social and Business Studies, Slovenia gregor.jagodic@mfdps.si Abstract: Communication is today
More informationStructured Interviewing:
Structured Interviewing: Interview Board Guide How to conduct structured interviews in the appointment process Assessment Oversight and Personnel Psychology Centre TABLE OF CONTENTS INTRODUCTION... 3 SECTION
More informationMotivation An Important Key to improve Employees Performance
Motivation An Important Key to improve Employees Performance Ms. Swati Agarwal Assistant Professor Department of Management Institute of Management Studies Ghaziabad 201009 (U.P.), India Dr. S. K Agarwal
More informationAccountability for Others being responsible for the consequences of the actions of those whom you manage.
List of Soft Skill Competencies with Descriptions Each title is available as a separate training and development module and is based on the competencies measured by the TriMetrix Job and Personal Talent
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 informationAn Assessment of the Performance Evaluation System Used to Evaluate Teachers in Secondary Schools in Meru Central District-Kenya
Doi:10.5901/ajis.2014.v3n6p199 Abstract An Assessment of the Performance Evaluation System Used to Evaluate Teachers in Secondary Schools in Meru Central District-Kenya Karuntimi Lucy Karuru Department
More informationSpecific Measurable Achievable. Relevant Timely. PERFORMANCE MANAGEMENT CREATING SMART OBJECTIVES: Participant Guide PROGRAM OVERVIEW
Specific Measurable Achievable PERFORMANCE MANAGEMENT CREATING SMART OBJECTIVES: Participant Guide Relevant Timely PROGRAM OVERVIEW About the Training Program This session is designed to enable participants
More informationCompetency Self Assessment Tool For HR Roles (AS Employees) In the Public Service of Nova Scotia
Competency Self Assessment Tool For HR Roles (AS Employees) In the Public Service of Nova Scotia Success Through HR Professionals Competencies for HR Roles (AS Employees) Three competencies have been identified
More informationTHE IMPORTANCE OF STANDARDS HOTELS SUB SECTOR OF THE AND BRANDING FOR SMALL REGION
THE IMPORTANCE OF STANDARDS AND BRANDING FOR SMALL HOTELS SUB SECTOR OF THE REGION PRESENTATION The importance and impact of Standards and Branding in general for the small hotel sub-sector The Brands
More informationCreating Line of Sight
Creating Line of Sight How to Get to the Bottom Line Through Your Employees Presented by: Ed Krow, SPHR, CCP, SHRM-SCP, CHCM Objectives Identify key behaviors of all levels of employees and the link between
More informationThe Action Learning Toolkit
1. Introduction This document has been produced to act as a background resource both for those participating in action learning and for the facilitators of the action learning process. Read in conjunction
More informationPrincipal & Programme Director Indus Business Academy,
Employee Job Satisfaction With Reference To IT Companies in Bangalore by Ms. Ameer Asra Ahmed [a], Dr. M.S. Ramachandra [b] & Ms. Akshata M.S. [c] Abstract This paper aims at studying the level of Job
More informationIII. FREE APPROPRIATE PUBLIC EDUCATION (FAPE)
III. FREE APPROPRIATE PUBLIC EDUCATION (FAPE) Understanding what the law requires in terms of providing a free appropriate public education to students with disabilities is central to understanding the
More information42 COACHING THE APPLICATION OF
42 COACHING THE APPLICATION OF AGILE SOFTWARE DEVELOPMENT Peter Wendorff ASSET GmbH Oberhausen, Germany Abstract Keywords The success of agile software development has drawn attention to coaching as an
More informationSection 11. Giving and Receiving Feedback
Section 11 Giving and Receiving Feedback Introduction This section is about describing what is meant by feedback and will focus on situations where you will be given, and where you will give, feedback.
More information1/26/2016. Creating Leadership Bench Strength for the Future. Our Expert Panel. Talent Management & Succession Planning.
Creating Leadership Bench Strength for the Future Talent Management & Succession Planning January 26, 2016 Strong leadership is likely the single most important driver of overall organizational performance,
More informationWiltshire Council s Behaviours framework
Wiltshire Council s Behaviours framework It s about how we work Trust and respect Simplicity Responsibility Leadership Working together Excellence Why do we need a behaviours framework? Wiltshire Council
More information