ORIGINAL_ARTICLE
The Mediating Effect of Perceived Value on the Relationship between Service Encounter Quality and Satisfaction: Evidence from Luxury Town Hotels in Kenya
The main objective of this study was to determine the mediating effect of perceived value on the relationship between service encounter quality and customer satisfaction. The study was anchored on the value percept theory and the service encounter needs theory. Literature from preceding correlated studies was used to develop a conceptual model and hypotheses which were tested using statistical techniques. The study employed a descriptive cross sectional research design. Sampling was done using stratified random technique and a sample of 376 hotel guests was used in the study; a response of 350 (95%) was attained. A pilot study was conducted and reliability of the research tool was tested using Cronbach alpha test, validity tests were also carried out to check whether the tools measure what they were intended to. Four parametric tests; multi-collinearity, normality, heteroscedasticity and linearity of data were done to check the appropriateness and accuracy of the data. Data analysis was done using descriptive statistics, factor analysis, correlations and regression. Results showed that the influence of service encounter quality on customer satisfaction was partially mediated by perceived value and that there was a direct relationship between service encounter quality and customer satisfaction Customers expect that a service is performed right without errors the very first time, therefore, the hotel management must ensure their staff are competent and that other facilities that enhance guests experience like neatness, timely service, modern fixtures meet guest expectations. It was recommended that policy makers and management of hotels in Kenya should improve on service encounter quality and actively pay attention to guests’ expectations. Future research can also be directed at other hotels with lower star ratings as well as the unclassified hotels.
https://www.ijmae.com/article_114996_1ca0c9d87ea8c2011498a18f06915491.pdf
2020-01-01
1
19
perceived value
Satisfaction
Service encounter quality(SEQ)
Guest satisfaction
luxury town hotels
Wanjiku
Ng’ang’a. K
nganga.wanjiku@gmail.com
1
School of Business, University of Nairobi, Kenya
LEAD_AUTHOR
Justus
Munyoki
jmmunyoki@gmail.com
2
School of Business, University of Nairobi, Kenya
AUTHOR
Francis
Kibera
profkibera@gmail.com
3
School of Business, University of Nairobi, Kenya
AUTHOR
Ganesh
Pokhariyal
pokhariyal@uonbi.ac.ke
4
School of Mathematics, University of Nairobi, Kenya
AUTHOR
Amudha, R., & Banu, C.V. (2008). Service environment planning. Cauvery Research Journal, Vol 1, Issue 2.
1
Beatson, A., Lee, N., & Coote, L. (2007). Self-Service Technology and the Service Encounter, Service Industries Journal, 27(1), 70-89.
2
Bradley, G. L., McColl-Kennedy, J. R., Sparks, B. A., Jimmieson, N. L., & Zapf, D. (2010). Service encounter needs theory: A dyadic, psychosocial approach to understanding service encounters. Emotions and organizational dynamism, 6,(4)
3
Choi, S., & Mattila, A. S. (2008). Perceived controllability and service expectations: Influences on customer reactions following service failure. Journal of Business Research, 61(1), 24-30.
4
Gummesson, E. (2004). Return on relationships (ROR): the value of relationship marketing and CRM in business-to-business contexts. Journal of Business & Industrial Marketing, 19(2), 136-148.
5
Homburg, C., & Stock, R. M. (2005). Exploring the conditions under which salesperson work satisfaction can lead to customer satisfaction. Psychology & Marketing, 22(5), 393-420.
6
Hogg, G., Laing, A., & Winkelman, D. (2003). The Professional Service Encounter in the Age of the Internet: An Exploratory Study. Journal of Services Marketing, 17(4-5), 476-49.
7
Isac, F. L. (2011) Antecedents of Services Consumer Satisfaction Mirroring Individual Differences. Journal of Economics and Business Research, No. 1. pp. 160-165
8
Ishaq, M.I. (2012), Perceived value, service quality, corporate Image and customer loyalty: Empirical assessment from Pakistan. Serbian Journal of Management, 7 (1) (2012) 25 – 36
9
Kandampully, J., & Hu, H. (2007). Do hoteliers need to manage image to retain loyal customers? International Journal of Contemporary Hospitality Management, 19(6), 435-443.
10
Kassim, A.W.M., Igau, O.A., Harun, A., Tahajuddin, S. (2014), Mediating effect of customer satisfaction on perceived product quality, perceived value and their relation to brand loyalty. International Journal of Research in Management & Business Studies (IJRMBS), 1(2), 13-18
11
Kotler, P. (2007). Marketing in the public sector: Pearson Education, India.
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Lee, Y. K., Park, K. H., Park, D. W., Lee, K. A., & Kwon, Y. J. (2005). The relative impact of service quality on service value, customer satisfaction and customer loyalty in Korean family restaurant context. International Journal of Hospitality & Tourism Administration, 6(1), 27-51.
13
Lin, C. (2003), The role of customer perceived value in generating customer satisfaction: An e-business perspective. Journal of Research in Marketing & Entrepreneurship, 5(1), 25-39.
14
Lin, C. H., Sher, P. J., & Shih, H. U. (2005). Past progress and future directions in conceptualizing customer perceived value. International Journal of Service Industry Management, 16(4), 318-336.
15
Lovelock , C., & Wirtz, J. (2009). Servcies Marketing: People, Technology, Strategy (7th ed.). New Jersey: Pearson Prentice Hall.
16
Massad, N., Heckman, R., and Crowston, K., (2006) Customer satisfaction with electronic service encounters International Journal of Electronic Commerce, Vol. 10, No. 4, pp. 73–104
17
Magnus, S., & Rosengren, S. (2010). The Happy Versus Unhappy Service Worker in the Service Encounter: Assessing the Impact on Customer Satisfaction. Journal of Retailing and Consumer Services, 17(2), 161–169.
18
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Mureithi, S., Morara, M. & Michael, B. (2009). Management of Business Challenges among Small & Micro Enterprises, Nairobi-Kenya, KCA Journal of Business Management, 2(1), 19-31
20
Omar, N.A., Alam, S.S., Aziz, N.A., Nazri, M.A. (2011), Retail loyalty programs in Malaysia: The relationship of equity, value, satisfaction, trust and loyalty among cardholders. Journal of Business Economic and Management, 12(2), 332-352.
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Sanchez, J., Luis, C., Rosa, M. R., & Miguel, A. M. (2006). Perceived value of the purchase of a tourism product. Tourism Management, 27(3), 394-409.
24
Shaver, J.M. (2005). Testing for Mediating Variables in Management Research: Concerns, Implications, and Alternative Strategies. Journal of Management, 31 (3), 330-353.
25
Victorino, L., Verma, R., Bonner, B.L., & Wardell, D.G. (2012), Can customers detect script usage in service encounters? An experimental video analysis, Journal of Service Research, Vol. 15No. 4, pp. 390-400.
26
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27
Wang, Y., & Pearson, T. E. (2002). Measuring personal service quality: an analysis of hotels in the Peoples Republic of China. International Journal of Hospitality &Tourism Administration, 3(2), 3
28
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29
ORIGINAL_ARTICLE
Investigating Relationship between Talent Management and Human Resource Productivity with the Mediation Role of Organizational Creativity in ABFA
The talented and capable Human Resource is the main competitive advantage for any organization, and in the light of this competitive advantage, deficiencies and shortcomings of other resources will also be compensated. Hence, studying how the three variables of Talent Management, Human Resource Productivity, and Organizational Creativity can affect each other in any organization can reveal the latent potentials of Human Resources. Therefore, the purpose of this study is to investigate the relationship between Talent Management and Human Resource Productivity, considering the mediating role of Organizational Creativity in Shiraz Water Company (Known as ABFA). The statistical population of this study includes 130 experts and managers of ABFA. According to Cochran formula, 97 research sample was calculated, who filled out the questionnaires. Questionnaire was the main tool for data collection and measurement of research variables and Cronbach’s Alpha was used to determine the reliability of the variables. In addition, SPSS and LISREL were used for data analysis. As a result, the relationship between Talent Management and Productivity, as well as the relationship between Organizational Creativity and Productivity, was positive, but the relationship between Talent Management and Organizational Creativity was only positive at the graduated level (MA and PhD experts and managers). Given these relationships, it can be concluded that the Organizational Creativity (as a mediating variable) can have a positive impact on the relationship between the two other variables at Shiraz Water Company.
https://www.ijmae.com/article_114997_fd2ba25e23d603112996146e33872072.pdf
2020-01-01
20
29
Talent Management
Human Resource Productivity
organizational creativity
ABFA
Arman
Moghaddas
arman.mgh1995@gmail.com
1
Department of Management, Payame Noor University (PNU), Tehran, Iran
LEAD_AUTHOR
Mohsen
Jajarmizadeh
m.jajarmizadeh@yahoo.com
2
Department of Management, Payame Noor University (PNU), Tehran, Iran
AUTHOR
Narges
Abbasi
nargesabba30@yahoo.com
3
Department of Management, Payame Noor University (PNU), Tehran, Iran
AUTHOR
Ahmadi, E. (2016). The Relationship between Creativity and Innovation with Human Resource Productivity. A New Approach in Educational Management, 7(3): 209-222.
1
Arabpour, A., & Nickpour, A. (2015). The Impact of Talent Management Dimensions on Human Resource Productivity in Kerman Governmental Organizations. Journal of Human Resource Management Research of Imam Hussein University, 7(1): 159-186.
2
Ganjali, A. et al. (2017). Talent Management: What, Why and How. Tehran: Imam Sadiq University.
3
Hiltrop, J. M. (1999). The Quest for the Best: Human Resource Practices to Attract and Retain Talent. European Management Journal, 17: 422-430.
4
Jazini Zadeh, M., & Ahmadi, Y. (2017). Studying the Relationship between Talent Management and Workforce Productivity in Governmental Organizations of Bam City. International Review of Management and Marketing, 7(3): 196-205.
5
Kamyab Khanghah, B. (2014). The Impact of Talent Management on Employee Performance. MA Dissertation in Public Management, Islamic Azad University, Tehran.
6
Mehrabi, J. et al. (2012). Investigating the relationship between Employee Creativity and Organizational Effectiveness. Journal of Behavioral Sciences, 4(11): 43-60.
7
Mirabdollahi Tulun, M. (2014). The Impact of Knowledge Management on Learning and Organizational Creativity. MA Dissertation in Public Management, Islamic Azad University, Gilan.
8
No’pasand Asil, S. et al. (2014). Investigating the relationship between Talent Management and Organizational Performance. Human Resource Management Research of Imam Hussein University, 6(1): 31-51.
9
Poorabdollah, M. (2014). Investigating the Relationship between Organizational Ethics and Human Resource Productivity among Hormozgan University Staff. MA Dissertation in Executive Management, University of Hormozgan.
10
Ranjbarian, R. (2013). Creativity and innovation in organizations. Social, Economic, Scientific, and Cultural Work and Society, 161: 28-38.
11
Seyed-Javadin, S., & Pahlavan-Sharif, M. (2017). Talent Management; Conceptual Foundations and Approaches. Strategic Management Thought, 1: 141-170.
12
Taleb Rajabi, A. (2013). The Effect of Talent Management on Human Resource Productivity with the Mediated Effect of Management Competency. MA Dissertation in MBA, University of Semnan.
13
Thomson, W. (2000). Effects of control on choice reward and punishment. Bulletin psychnomic socity, 21(6): 462–464.
14
ORIGINAL_ARTICLE
Effective Dimension of Leadership Style for Organizational Performance: A Conceptual Study
Corporate organizations are experiencing the challenges of understanding the factor that has significant and positive relationship on their performance. The aim of this study is to determine the role of effective leadership style on organizational performance. The aim of the findings of this study focuses on a significant and positive relationship between appropriate leadership style and organizational performance. The development of this extensive literature review, suggestions and conceptualization would be helpful for researchers while they aim for further empirical investigation of job engagement and organizational performance.
https://www.ijmae.com/article_114998_81e4031dc4cab136ccd61345ce563fef.pdf
2020-01-01
30
40
leadership
leadership style
Transformational Leadership
Transactional leadership
Passive-Avoidant leadership
organizational performance
Khan
Ali
sarfarazbim@gmail.com
1
Faculty of Business Administration, Canadian University of Bangladesh, Dhaka, Bangladesh
AUTHOR
Md
Islam
arifbsbd@gmail.com
2
School of Economics, Finance and Banking, Universiti Utara Malaysia, Sintok, Kedah, Malaysia
LEAD_AUTHOR
Ahmad, M., & Ejaz, T. (2019). Transactional and Transformational leadership impact on Organizational Performance: Evidence from Textile sector of Pakistan. European Online Journal of Natural and Social Sciences: Proceedings, 8(2 (s)), pp-97.
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Arif, S., & Akram, A. (2018). Transformational Leadership and Organizational Performance. SEISENSE Journal of Management, 1(3), 59-75.
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7
Boyne, G. A., & Walker, R. M. (2005). Symposium edition on determinants of performance in public organizations. Journal of Public Administration Research and Theory.15 (4), 483–639. doi:10.1093/jopart/mui029
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9
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12
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14
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41
Saleem, M. A., Bhutta, Z. M., Nauman, M., & Zahra, S. (2019). Enhancing performance and commitment through leadership and empowerment: An emerging economy perspective. International Journal of Bank Marketing, 37(1), 303-322.
42
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49
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50
ORIGINAL_ARTICLE
Coaching and Employee Performance: The Mediating Effect of Rewards & Recognition in Malaysian Corporate Context
The purpose of this study is to examine the impact of workplace coaching on employees’ performance in Malaysia mediated by rewards and recognition. Many studies in the past examined the influence of coaching on employee performance, the relationship between coaching and rewards and recognition, as well as the impact of rewards and recognition on employee performance. However, there is limited research on the influence of coaching and employee performance mediated by rewards and recognition appears to have been conducted or examined. There is also inadequate literature on the impact of rewards and recognition on coaching. Based on the critical review of research literature, the questionnaire for this research was developed and divided into three sections based on dependent, independent and mediating variables. In this research, the dependent variable is employee performance, independent variable is coaching, and the mediating variable is rewards and recognition. The conceptual framework is developed using the assumptions of Motivation Theories, Social Exchange Theory, Reinforcement Theory and Psychodynamic Theory. The research used survey approach with a Likert Scale-based survey questionnaire (with 1 to 5 scale – from strongly disagree to strongly agree). The sampling technique adopted for respondent’s selection is convenient sampling. Total of 200 questionnaires are distributed to employees in Malaysia who have had experience in being either a coach or a coachee at a workplace. SPSS Amos Confirmatory Factor Analysis (CFA), Structural Equation Modelling (SEM) and Regression Analysis are used to analyze the data collected. Based on the finding from this research it is found that coaching has a 31.8% positive impact on employee performance, 63.5% positive impact on Rewards, while rewards have a 39.2% impact on employee performance and impact of coaching on employee performance is mediated by rewards has an effect size of 24.9% . Future research should consider looking into other possible mediating factors; consider larger samples looking into different sectors and a different approach in the moderation effect such as demographic profiles of coaches and coachees. The foreseen limitation of this research is the sample size which may not represent the entire workforce population and work sectors in Malaysia. On the other hand, this research has only considered the mediating factors of rewards and recognition while there could be other mediating factors that could influence employee performance. There is also an opportunity in the future to examine different types of coaching and relationship between coach and coachee that may add value to the practical usefulness of the findings.
https://www.ijmae.com/article_114999_7857e33d6c4f286234bcf7e5902df5ff.pdf
2020-01-01
41
72
Coaching
employee performance
Rewards and recognition
Mediation
Malaysia
Gursharan
Sidhu
gkssharan@gmail.com
1
MBA Alumni, FTMS Global Malaysia, Cyberjaya, Malaysia
AUTHOR
Ismail
Nizam
nizam@ftms.edu.my
2
School of Accounting and Business Management, FTMS Global Malaysia, Cyberjaya, Malaysia
LEAD_AUTHOR
Achi, S. E., & Sleilati, E. (2016). The effect of coaching on employee performance in the human resource management field: the case of the Lebanese banking sector. . International Journal of Trade and Global Markets,, 9(2), 137-169.
1
Agarwal, R., Angst, C., & Magni, M. (2009). The Performance Effects of Coaching: A Multilevel Analysis Using Hierarchical Linear Modeling. The international journal of Human Resource management, 20(10), 2110-2134.
2
Ali, R., & Ahmed, M. S. (2009). The impact of reward and recognition programs on employee’s motivation and satisfaction: an empirical study. International review of business research papers,, 5(4), 270-279.
3
Dahlan, S., & Dewasiri, J. (2019). Factors Influencing Employee Performance in Leading COnglomerate in Sri Lanka.
4
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Dunlop, C. (2017). Council Post: The Success and Failure of The Coaching Industry.
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9
Grant, A. M. (2009). Workplace, executive and life coaching: An annotated bibliography from the behavioural science and business literature. Coaching Psychology Unit, University of Sydney, Australia.
10
Grover, S., & Furnham, A. (2016). Coaching as a developmental intervention in organisations: A systematic review of its effectiveness and the mechanisms underlying it. PloS one,. 11(7).
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Hussain, S. D., Khaliq, A., Nisar, Q. A., Kamboh, A. Z., & Ali, S. (2019). Impact of Employees’ Recognition, Rewards and Job Stress on Job Performance: Mediating Role of Perceived Organization Support.
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