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An Empirical Study of Supportive Communication Impacting Customer Satisfaction in Multinational Companys Service Industry of Bangladesh
Abstract
In the accepted age of the “knowledge or information worker,” information exchange and communication clarity are essential in the coordination of effort and control of organizational processes. Indeed, some researchers have reported that the bedrock of the effective implementation of any quality initiative (QI) within an organization involves the redefinition of both traditional boundaries and the communications channels that exist within an organization. The present research investigates various antecedents of supportive communication affecting customer satisfaction within employees. Result showed significant difference between managerial (MEs) and non-managerial (NMEs) employees in all the variables irrespective of active listening and defensiveness. The study reveals that MEs underscore on humanized leadership, teamwork, recognition vis-a-vis to NMEs to augment the level of customer satisfaction. Findings indicate that MEs are more assertive about long term implications of supportive communication than NMEs. The research also discloses NMEs’ reluctance about supportive communication rather they are more interested in outright rewards and productivity. The findings recommend that incorporating these dimensions may render service organization with the potent to enhance customer satisfaction significantly.
... The most effective leaders communicate with their team members frequently, and engage in active listening, to gain their trust and total engagement, so they can perform better (Bass, 1990;Neufeld, Wan, & Fang, 2010;Talukder, 2012). For example, Kramer (1997) found that good listening skills accounted for 40 percent of the variance in effective leadership. ...
... The results of this study show positive and significant direct coefficient paths from interpersonal communication skills to proximal working relationships (Hypothesis 1). The leader's ability to listen actively, and communicate effectively is regarded as a factor to improve working relationships through the reduction of conflicts, strengthening cooperation, and fostering understanding among team members (Berman & Hellweg, 1989;Mineyama et al., 2007;Talukder, 2012). We also found support to the relationship between interpersonal communication skills and vision articulation & realization (Hypothesis 2). ...
... These findings are in line with the insights of previous research indicating that communication skills are the true foundation for leaders to exert their social influence among team members. Therefore, effective leaders communicate with their team members frequently, and engage in active listening, to gain their trust and total engagement, so they can perform better (Bass, 1990;Neufeld et al., 2010;Talukder, 2012). ...
This study aims to examine the effects of interpersonal communication on effective leadership behaviours. We propose that leaders' interpersonal communication skills acts as a crucial predictor of (1) proximal working relationships, (2) vision articulation and realization, (3) context-oriented behaviour, and (4) change-oriented behaviour. Using a quantitative approach, we collected 491 questionnaires from corporate team members to capture their perceptions on leadership behaviours and communication skills. Data was computed by confirmatory factor analysis using structural equation modelling (Partial Least Squares). After assessing the measurement models, we have confirmation for good psychometric properties. Results indicate that interpersonal communication have significant direct paths to all the effective leadership behaviours. Overall, findings give a substantive empirical support to the effects of interpersonal communication skills on effective leadership behaviours, contribute to the theoretical debate on how communication skills are a foundation for leadership effectiveness, and help managers understand the importance of developing these specific skills. Abstract This study aims to examine the effects of interpersonal communication on effective leadership behaviours. We propose that leaders' interpersonal communication skills acts as a crucial predictor of (1) proximal working relationships, (2) vision articulation and realization, (3) context-oriented behaviour, and (4) change-oriented behaviour. Using a quantitative approach, we collected 491 questionnaires from corporate team members to capture their perceptions on leadership behaviours and communication skills. Data was computed by confirmatory factor analysis using structural equation modelling (Partial Least Squares). After assessing the measurement models, we have confirmation for good psychometric properties. Results indicate that interpersonal communication have significant direct paths to all the effective leadership behaviours. Overall, findings give a substantive empirical support to the effects of interpersonal communication skills on effective leadership behaviours, contribute to the theoretical debate on how communication skills are a foundation for leadership effectiveness, and help managers understand the importance of developing these specific skills.
... Employees and managers need to use supportive communication skills to resolve the issues that customers have. Active listening in supportive communication is important to keep customers satisfied (Talukder, 2012). It can be concluded that the significant impact of customer satisfaction is caused by active listening with high correlation for both managerial and non-managerial employees. ...
... It can be concluded that the significant impact of customer satisfaction is caused by active listening with high correlation for both managerial and non-managerial employees. Both managerial and non-managerial employees need to employ active listening to create smoother flows of information and to minimize discrepancies, which will lead to better coordination and understanding (Talukder, 2012). ...
... Managerial leaders are responsible for using communication to promote diversity initiatives (Thibeaux, Tillotson, Falls, & Bell, 2006). Strong communication skills that include insight into culture, diversity, nonverbal communication, and technology can help achieve goals and develop relationships that benefit the organization (Talukder, 2012). Organizations face a need to work and communicate competently with an expanding heterogeneity of internal and external audiences, including differences in gender, age, race, religion, ethnicity, and cultural background (Barker and Gower, 2010). ...
Effective communication is necessary across all management tiers and functions. In addition, it is an integral part of managerial decision-making. Over the last 10 years, interest in the nuances of communication as related to management has intensified. These studies have fostered diverse approaches to linking management and communication. Our investigation, using 2x5 and 2x4 factorial ANOVAs, reveals that differences exist among the means of five professional communication fields. Numerous articles published between 2004 and 2013 were examined, and we found an increasing usefulness for managerial communication research on the main topic of management.
... Since high emotional intelligence teachers create a better class climate, know better how to deliver the material, interest more and motivate more the students. This will increase students' satisfaction (Talukder, 2012). People with high emotional intelligence deliver a win-win relationship for themselves and others have better social skills, more positive feelings (Kunnanatt, 2004) which will lead to an increase in students' satisfaction. ...
... Emotional intelligence results in customer satisfaction (Talukder, 2012).Students become less anxious and depressed (Martinez-Pons, 1997), have better social relationships and positive feelings (Kunnanatt, 2004). ...
Over the past two decades, a lot of interest has been given to the notion of emotional intelligence and its outcome in general, and more specifically, in the academic field. Many studies are linking it to customer satisfaction which is also becoming a prior concern of marketers. This paper highlights what is emotional intelligence, what are the different models of emotional intelligence, the link between emotional intelligence and education, and how having teachers with high emotional intelligence will lead to high emotional intelligence students and high customer satisfaction. This paper also discusses group work activities, and how it enhances the emotional intelligence of students and their satisfaction. The study is conducted using a well-known instrument, the Wong and Law Emotional Intelligence Scale (WLEIS) to measure emotional intelligence, and to identify changes in the emotional intelligence of students before group work and after group work.
... Goleman (2001) suggested that emotionally intelligent employees are crucial to develop the customer satisfaction towards the organization. Much research has proved that EI results in customer satisfaction (Talukder, 2012). ...
This study aimed to examine the influence of Emotional Intelligence (EI) on the possible link between Internal Business Process (IBP) and Customer Service Performance (CSP) in the Sri Lankan banking sector. Review of literature led the study to synthesize a conceptual model with hypotheses. The study adopted the survey strategy with a structured questionnaire, which was administered to a representative sample of 291 branches of commercial banks in the Western Province of Sri Lanka. The key informants / respondents from the bank branches included one thousand and ninety-four executive-level employees. The measurement model and structural model both were estimated by employing Partial Least Square (PLS) based structural equation modelling using SMARTPLS software. The findings revealed that IBP has a significant and positive influence on CSP of the banking industry of Sri Lanka. It was also found that EI has a positive moderating effect on the relationship between IBP and CSP in the banking sector. The findings have implications for decision makers in service organizations.
Purpose
The purpose of this paper is to answer the basic research question “Do highly emotional intelligent teachers increase student’s satisfaction in the universities?”
Design/methodology/approach
The paper is a quantitative study using self-reporting questionnaires applied on 283 students and 10 faculty members.
Findings
The paper shows the importance of having high emotional intelligent teachers in the universities to increase students’ emotional intelligence (EI) and, therefore, their satisfaction. The results show that the primary factor that will increase the EI of students is not what most of the scholars mentioned, the EI of teacher, but the class interactions.
Practical implications
The paper makes a recommendation to universities to hire emotionally intelligent teachers who stress on increasing the EI of students. Universities, by increasing the EI of their students, will improve their business situation, since if students are happy they will remain in the universities, spending, therefore, more money and encouraging other students to do so.
Originality/value
No such research was previously conducted in Lebanon where still few people understand the meaning or the importance of EI. This study, therefore, is fulfilling a gap, a brick in the wall of knowledge on class interaction in bridging the link between teachers and students.
In this article, we explore the relationship between two different types of teamworking, perceptions of management rationales for introducing teamworking and organizational and human resource outcomes. Teamworking is classified into two different types: `high road' and `low road' teamworking. Management rationales for introducing teamworking are categorized as economic, social and cultural. Organizational performance is assessed by perceptions of plant competitiveness, customer care and product quality. We measure human resource outcomes through worker responses, training and promotion, communication and consultation, role of trade union and health and safety. The findings indicate that `high road' teamworking is associated with broader management rationales, and is perceived to have a greater positive impact upon both organizational performance and human resource outcomes. Particular features of high road teams - delayered management, flexible job descriptions, fewer pay bands and grades - were associated with positive outcomes.
The literature on personality traits and defense mechanisms suggests individual differences in two self-favoring tendencies, which we label “egoistic bias” and “moralistic bias.” The two biases are self-deceptive in nature and can be traced to two fundamental values, agency and communion, that impel two corresponding motives, nPower and nApproval. The two sequences of values, motives, and biases form two personality constellations, Alpha and Gamma. Associated with Alpha is an egoistic bias, a self-deceptive tendency to exaggerate one's social and intellectual status. This tendency leads to unrealistically positive self-perceptions on such traits as dominance, fearlessness, emotional stability, intellect, and creativity. Self-perceptions of high Alpha scorers have a narcissistic, “superhero” quality. Associated with Gamma is a moralistic bias, a self-deceptive tendency to deny socially deviant impulses and to claim sanctimonious “saint-like” attributes. This tendency is played out in overly positive self-perceptions on such traits as agreeableness, dutifulness, and restraint. The Alpha-Gamma conception provides an integrative framework for a number of central issues in personality psychology.
The majority of studies in health psychology use self-report measures. However, there is a growing body of evidence indicating that this methodology may be problematic for a significant minority of the population: individuals who possess a repressive coping style (repressors). Repressors, who fail to report negative affect, answer many self-report measures in a positive fashion. Research has identified an association between repressors, who are identified by low trait anxiety scores and high defensiveness scores, and adverse health outcomes. Therefore, repressors are an important group for health psychologists to investigate. Health psychology research should use more than one method of data collection in an attempt to unravel this difficult methodological problem.
This study explored links between emotional intelligence, measured as a set of abilities, and personality traits, as well as the contribution of both to the perceived quality of one's interpersonal relationships. In a sample of 103 college students, we found that both emotional intelligence and personality traits were associated with concurrent self-reports of satisfaction with social relationships. Individuals scoring highly on the managing emotions subscale of the Mayer, Salovey, and Caruso Emotional Intelligence Test (MSCEIT), were more likely to report positive relations with others, as well as perceived parental support, and less likely to report negative interactions with close friends. These associations remained statistically significant even controlling for significant Big Five personality traits and verbal intelligence. Global satisfaction with one's relationships was associated with extraversion, neuroticism (negatively), and the ability to manage one's emotions, as assessed by the MSCEIT.
This paper tests a theoretically-driven model of self-managing work team effectiveness. Self-managing work team effectiveness is defined as both high performance and employee quality of work life. Drawing on different theoretical perspectives including work design, self-leadership, sociotechnical, and participative management, four categories of variables are theorized to predict self-managing work team effectiveness: group task design, encouraging supervisor behaviors, group characteristics, and employee involvement context. Data is collected from both a set of self-managing and traditionally managed teams from a large telephone company, and the model is tested with structural equations modeling. Support is found for hypotheses concerning group task design, group characteristics, and employee involvement context, but not encouraging supervisory behaviors.
This paper explores the paradoxical role of the external leaders of self-managing work teams. Observation, interviews, group elicitations, and a literature search were used to identify salient leader behaviors in a medium-sized manufacturing plant that had been operating for several years under a system of self-managing work teams. A self-management leadership questionnaire was developed to measure the 21 leader behaviors identified. Correlations with overall leadership-effectiveness ratings generally indicated that the external leaders' most important behaviors are those that facilitate the team's self-management through self-observation, self-evaluation, and self-reinforcement. The study suggests that there is a legitimate role for external leaders of self-managing work teams but that it differs from traditional and participative leadership roles.
Purpose
This paper aims to identify whether emotional intelligence relates to counterpart outcome satisfaction in negotiation contexts.
Design/methodology/approach
A negotiation simulation and a pre‐established measure of emotional intelligence were employed.
Findings
In Study 1, multi‐level models revealed that a participant's ability to understand emotion positively predicted his or her counterpart's outcome satisfaction. Study 2 replicates and extends this finding by showing the counterpart's outcome satisfaction, assessment of liking, and desire to negotiate again with the participant.
Practical implications
The mechanisms identifying how participants with high levels of understanding emotion induced their counterparts with positive affect were not examined.
Originality/value
This is the first empirical article to show a relationship between emotional intelligence and counterpart outcome satisfaction in a negotiation context.
This study introduces the concept of group social capital, which is the configuration of group members' social relationships within a group and in the social structure of a broader organization, and tests the proposition that group effectiveness is maximized via optimal configurations of different conduits for such capital. These conduits include intragroup closure relationships and bridging relationships that span vertical and horizontal intergroup boundaries. Results from our 60-team field study of informal socializing ties provide empirical support.
This study examined the relationship between human resource practices, employee quit rates, and organizational performance in the service sector. Drawing on a unique, nationally representative sample of call centers, multivariate analyses showed that quit rates were lower and sales growth was higher in establishments that emphasized high skills, employee participation in decision making and in teams, and human resource incentives such as high relative pay and employment security. Quit rates partially mediated the relationship hetween human resource practices and sales growth. These relationships were also moderated hy the customer segment served.
Advances in information technologies and marketing techniques have led to a revolution in service delivery systems over the last decade. Whereas service delivery historically was decentralized and personal and service labour markets were local, advanced information systems and marketing techniques have made centralized remote servicing via technology-mediated call centres the preferred mode of customer — provider interaction for many firms. While data on call centres is difficult to procure, estimates are that call centres employ about 3 per cent of the workforce in the US, 2 per cent in the UK and 1.3 per cent in Europe (Data-monitor, 1998; 1999). US call centres were growing at an estimated annual rate of 15–20 per cent annually in the 1990s (Purdue University, 1999).
The author, using data on 694 U.S. manufacturing establishments from a 1992 survey, examines the incidence of innovative work practices (teams, job rotation, quality circles, and Total Quality Management) and investigates what variables, including human resource practices, are associated with the adoption of these practices. He finds that about 35% of private sector establishments with 50 or more employees made substantial use of flexible work organization in 1992. Some factors associated with an establishment's adoption of these practices are being in an internationally competitive product market, having a technology that requires high levels of skill, following a “high road†strategy that emphasizes variety, service, and quality rather than low cost, and using such human resource practices as high levels of training and innovative pay systems.
The rapid growth of research on organizational citizenship behaviors (OCBs) has resulted in some conceptual confusion about the nature of the construct, and made it difficult for all but the most avid readers to keep up with developments in this domain. This paper critically examines the literature on organizational citizenship behavior and other, related constructs. More specifically, it: (a) explores the conceptual similarities and differences between the various forms of "citizenship" behavior constructs identified in the literature; (b) summarizes the empirical findings of both the antecedents and consequences of OCBs; and (c) identifies several interesting directions for future research.
Previous work on service performance has focused on either organization- or individual-level analysis. This multilevel study of 257 employees, 44 managers, and 1,993 customers from 25 restaurants demonstrated that both individual- and store-level factors were significantly associated with employee service performance: conscientiousness and extraversion explained within-store variance, and service climate and employee involvement explained between-store variance. Further, employee service performance aggregated to the store level explained between-store variance in customer satisfaction and loyalty.
In this article, the author describes a new theoretical perspective on positive emotions and situates this new perspective within the emerging field of positive psychology. The broaden-and-build theory posits that experiences of positive emotions broaden people's momentary thought-action repertoires, which in turn serves to build their enduring personal resources, ranging from physical and intellectual resources to social and psychological resources. Preliminary empirical evidence supporting the broaden-and-build theory is reviewed, and open empirical questions that remain to be tested are identified. The theory and findings suggest that the capacity to experience positive emotions may be a fundamental human strength central to the study of human flourishing.
The Dark Side of Interpersonal Communication examines the multifunctional ways in which seemingly productive communication can be destructive-and vice versa-and explores the many ways in which dysfunctional interpersonal communication operates across a variety of personal relationship contexts. This second edition of Brian Spitzberg and William Cupach's classic volume presents new chapters and topics, along with updates of several chapters in the earlier edition, all in the context of surveying the scholarly landscape for new and important avenues of investigation. Offering much new content, this volume features internationally renowned scholars addressing such compelling topics as uncertainty and secrecy in relationships; the role of negotiating self in cyberspace; criticism and complaints; teasing and bullying; infidelity and relational transgressions; revenge; and adolescent physical aggression toward parents. The chapters are organized thematically and offer a range of perspectives from both junior scholars and seasoned academics. By posing questions at the micro and macro levels, The Dark Side of Interpersonal Communication draws closer to a perspective in which the darker sides and brighter sides of human experience are better integrated in theory and research. Appropriate for scholars, practitioners, and students in communication, social psychology, sociology, counseling, conflict, personal relationships, and related areas, this book is also useful as a text in graduate courses on interpersonal communication, ethics, and other special topics. © 2007 by Lawrence Erlbaum Associates, Inc. All rights reserved.
In service settings, customer satisfaction is often influenced by the quality of the interpersonal interaction between the customer and the contact employee. Previous research has identified the sources of satisfaction and dissatisfaction in service encounters from the customer's point of view; this study explores these sources in service encounters from the contact employee's point of view. Drawing on insights from role, script, and attribution theories, 774 critical service encounters reported by employees of the hotel, restaurant, and airline industries are analyzed and compared with previous research. Results generally support the theoretical predictions and also identify an additional source of customer dissatisfaction-the customer's own misbehavior. The findings have implications for business practice in managing service encounters, employee empowerment and training, and managing customers.
This article reviews current research on the nature and organisation of the new technology based enterprises. It draws the conclusion that there is a case for empirical studies to explore existence of, and the necessity for, collaboration and empathy to be base-line characteristics of such organisations. It describes the link between these organisational characteristics and the management of the new technologies. The re-emergence of participation, this time as an integral part of the organisation of work, is also referred to, as well as the need for a commonality of interests to be created, to foster the free emergence of continuous product improvement and innovation.
We extended past research on the display of positive emotions within customer service settings by focusing on customer traits. Adopting an emotional contagion perspective, we found that customer traits relate to the display of positive emotions by the service provider. This display of positive emotions was also found to relate to customer satisfaction. Implications for emotion management and service personnel training are discussed.
This article examines the role of monetary rewards in encouraging knowledge sharing in organizations through four mechanisms of knowledge sharing. We argue that the system of contributing knowledge to databases is the most amenable to rewards contingent on knowledge sharing behaviors because of opportunities for the reward allocator to measure the knowledge sharing behaviors. In the case of formal interactions within or across teams and work units, while rewards could be made partly contingent on knowledge sharing behaviors as in merit pay, rewards based on collective performance are also likely to be effective in creating a feeling of cooperation, ownership, and commitment among employees. In addition, we propose that team-based rewards and company wide incentives (profit sharing, gainsharing, and employee stock options) would be particularly instrumental in enhancing knowledge sharing within teams and across work units, respectively. In the case of knowledge sharing through informal interactions, the key enabling factor is trust between the individual and the organization. In this case, the role of rewards is indirect, that is, procedural and distributive fairness of organizational rewards are important factors in the development of trust. We also consider knowledge sharing in communities of practice and theorize that intrinsic rewards and factors that build expertise and provide recognition are the most appropriate means of fostering feeling of competence. Finally, we discuss the research implications.
This research contributes to our understanding of control and resistance by demonstrating that managers may be constrained by the very concertive systems of control that they enact and that managers may subtly and indirectly support employee resistance to control. A study of an aerospace company finds concertive control acts as a barrier to management directed organizational change. In this case, managers subverted their own change efforts by communicating ambivalence about changes they introduced; this gave employees support in resisting the proposed changes. Despite clear material necessity and discursive ideologies supporting change, managers were bound by their identification with and devotion to the traditional value premises of the company.
This study offers a thematic analysis of the advice from a sample of bestselling popular press books on the subject of communication during implementation of organizational change. This analysis uncovered themes concerning the communicative role of change agents, general strategies for communicating and introducing change, and tactics for communicating during implementation of change. Themes within each of these general categories are presented and discussed in terms of their prevalence and general character. Implications for how practitioners can make the best use of this advice and how it compares to empirical findings in the scholarly literature are then discussed. Further directions for organizational communication scholarship are suggested.
Listening has been reported to be an important component in judgments of communication competence in the workplace. To investigate the contributions of listening to judgments of competence, this study examined how organization members use listening and listening-related factors in judgments of communica tion competence across situations. The results support the notion that listening plays a central role in assessments of communication competence. Analysis reveals that listening accounts for approximately one-third of the characteristics perceivers use to evaluate communication competence in co-workers. Addition ally, the results suggest organization members differ in their use of listening in judgments of competence in several kinds of situations.
Partial table of contents: BEYOND HEROIC LEADERSHIP. Unleashing the Power of Self-Leadership. The Strongman. The Transactor. The Visionary Hero. The SuperLeader. HEROIC SELF-LEADERSHIP. The First Step in SuperLeadership: Becoming a Self-Leader. Finding Natural Rewards in the Task: Smelling the Roses. Cognitive-Focused Self-Leadership Strategies: The Opportunity Thinker. CREATING HEROIC SELF-LEADERS THROUGH SUPERLEADERSHIP. SuperLeadership: Leading Others to Lead Themselves. Teams and Teamwork: Creating Heroic Teams. Team Leadership. CREATING A COMPANY OF HEROES. Developing Self-Leadership in Others: How Do I Really Do It? The Destination: Creating a Company of Heroic Self-Leaders. Notes. Index.
This article reports on a study of 133 Irish organizations implementing Quality Initiatives (QIs), focusing particularly on the impact of these initiatives on internal communications processes and the role played by the human resource (HR) function in these changes. Results indicate the overall success of the QIs in enhancing internal communications processes, but highlight two issues: the absence of HR function involvement in the deliverance of these communications enhancements and the perception by most respondents that, while the stated tangible QI objectives have been achieved, there is still some distance to be travelled to fulfill employee expectations on the more intangible communications-based needs. The implications of these findings are discussed in terms of the changing face of the HR function and the long-term success of QIs.
To set the stage for the articles and interviews that follow, this overview describes changes in the environment that have created the need for a stronger and more strategic employee communications function. It then looks at ways to organize a strong employee communications effort through planning and staffing. Finally, it discusses ways to implement the right program for today's environment.
Today's business environment is changing tremendously due to economic forces that result in the redesign of systems to decrease cost, the need to speed up product development and the focused attention on satisfying customers. These conditions have caused organizations to utilize project management to implement strategic initiatives through projects. By utilizing a “big picture” systems approach to analyze how the system components interact, decisions can be made which are in the “best interest” of the overall project. Project management is ideally matched to this business environment. The study addressed 24 project managers and their associated projects in six organizations from varied industries. The results of the study found that a project manager's transformational leadership style has a positive impact on actual project performance, that emotional intelligence ability contributes to a project manager's transformational leadership style and subsequent actual project performance.
The antecedents of victim willingness to reconcile a professional relationship following an incident involving a broken promise were examined in terms of offender tactics (i.e., nature of apology, timeliness of reparative act, sincerity) and relationship characteristics (i.e., nature of past relationship, probability of future violation) using a within- and between-subjects policy-capturing design. Relatively speaking, relationship characteristics were as strongly related to willingness to reconcile as offender tactics. Furthermore, we found moderating effects of magnitude of violation on the willingness to reconcile a relationship following a trust violation. In particular, nature of past relationship was weighed more heavily, whereas probability of future violation was weighed less heavily when the magnitude of the violation was greater. Practical implications and recommendations for future research are discussed.
Purpose
Offers the concept that leadership narrative is the key to managing transformational innovation.
Design/methodology/approach
The author has studied the leading innovation theorists and corporate innovation efforts.
Findings
Transformational innovation is disruptive because it introduces products and services that change the business landscape by providing a dramatically different value proposition. And championing transformational innovation involves going to war with all the elements inside an organization that benefit from the status quo.
Research limitations/implications
The author's research is primarily anecdotal.
Practical implications
If leaders, consistently use narrative tools, in combination with thorough strategic analysis, they can show their organization how to tackle the most difficult challenge facing management today – transformational innovation. Examples and a step‐by‐step process are provided.
Originality/value
First publication of the concept of how leaders can use narrative to achieve employee commitment to transformational innovation.
An abstract is not available.
There were four groups of participants: low-anxious (low anxiety-low defensiveness), repressors (low anxiety-high defensiveness), high-anxious (high anxiety-low defensiveness), and defensive high-anxious (high anxiety-high defensiveness). They were exposed to self-focus and other-focus conditions, and self-report, physiological, and behavioural measures of anxiety were recorded. The focus manipulation (self vs. other) was effective, with all four groups having higher self-reported anxiety in the self-focus condition. It was found that self-focused attention accounted for a significant amount of variation in self-reported anxiety. The findings were discussed within the theoretical framework proposed by Eysenck (1997).
There is a growing body of evidence supporting an association between what are termed high performance or high commitment human resource management (HRM) practices and various measures of organizational performance. However, it is not clear why this association exists. This paper argues that to provide a convincing explanation of this association we need to improve our theoretical and analytic frameworks in three key areas. These are the nature of HRM, and especially the rationale for the specific lists of HR practices; the nature of organizational performance; and the linkage between HRM and performance. A model is presented within which to explore these linkages. The existing literature on HRM and performance is reviewed in the light of this analysis to identify key gaps in knowledge and help to focus further the research priorities.
This article draws upon psychological, sociological, and economic theories of employment relations to examine five dimensions of employment conditions (information, compensation, time frame, investment, and change) in Norway. Each of these dimensions is conceptualized as a continuum anchored by relational exchange on one side and transactional exchange on the other. Using data from nationally representative surveys of Norwegian work organizations and their employees, we first develop measures of the five dimensions of employment relations and test several hypotheses about their antecedents. We find that full-time employees in supervisory positions and in higher prestige occupations generally have employment conditions that have more relational aspects. In addition, we find that degree of relationalism tends to be greater in organizations that have firm internal labour markets and encourage personal development. We then examine some individual-level consequences of relationalism, and find that persons with relational employment conditions are generally more committed to their organizations, somewhat less likely to leave them, and more satisfied with their jobs. Copyright © 2000 John Wiley & Sons, Ltd.
Building on the work of Dean and Bowen (1994), this paper proposes measures of the extent to which three TQM principles (i.e. customer focus, continuous improvement, and teamwork) have become an integral part of an organization's culture. The measures are also used to examine the relationship between the implementation of TQM principles and work-related outcomes, to include job satisfaction, communication, and perceptions of the work environment. Results derived from a survey of 2249 employees of a large midwestern organization indicated that reasonably reliable and distinct measures were developed and that the adoption of TQM principles was associated with more favorable work-related outcomes. Further research to verify the psychometric properties of these measures and to determine whether TQM principles impact on ‘harder’ measures of organizational performance is recommended. © 1997 by John Wiley & Sons, Ltd.
The traditional seven steps of personal selling have remained virtually unchanged since the early 1900s. Meanwhile, the actual roles and duties of salespeople have pushed far into customer relationship management (CRM). Psychologically and professionally, salespeople need greater empowerment for their expanding CRM responsibilities. However, empowerment is a complex process requiring several individual, managerial, and organizational changes for successful implementation. As part of the empowerment process for its salespeople, companies need to provide supporting structures, processes, and incentives for customer-oriented behavior. At the same time, the Internet and other telecommunications advances in the macroenvironment are accelerating empowerment changes in personal selling—mainly on the customer side of the exchange. To effectively and efficiently carry out their growing yet still poorly defined CRM roles, salespeople need to be comprehensively empowered, trained, motivated, and rewarded. Companies that most effectively empower their salespeople should reap substantial rewards in profitability and loyalty from both their salespeople and customers. © 2006 Wiley Periodicals, Inc.
Contemporary theories place emotions and self-regulation at the centre of a dynamic process of stress. Emotional Intelligence (EQ) is the ability to perceive, understand and reflectively manage one's own emotions and those of others. This study, which was situated within the management population (n = 224) of a large retail organization, investigates the relationship between a measure of EQ, subjective stress, distress, general health, morale, quality of working life and management performance. Significant correlations in the expected direction were found, indicating that managers who scored higher in EQ suffered less subjective stress, experienced better health and well-being, and demonstrated better management performance. Copyright © 2002 John Wiley & Sons, Ltd.