...Task-Relationship-Self: A Framework for Understanding Service Encounter Behaviors Graham L. Bradley and Beverley A. Sparks Griffith University Dieter Zapf Goethe University Janet R. McColl-Kennedy and Nerina L. Jimmieson The University of Queensland ABSTRACT Research conducted over past decades has investigated selected service encounter behaviors from either a customer or service provider perspective. However, a comprehensive, dual-perspective framework is lacking. Such a framework is needed to organize knowledge of these behaviors, and thereby provide structure, clarity, and parsimony to the field. This paper describes a three-tier framework of service encounter behavior that was developed by applying grounded theory principles to interviews with customers, service employees, and other stakeholders. These informants described many ways in which they behave when executing service exchanges, dealing with service difficulties, and managing themselves in the process. Using an iterative inductive approach, a conceptual framework was developed in which specific (Tier 1) behaviors were placed within broader (Tier 2) categories, and these lower classification levels were, in turn, interpreted within a conceptual space defined by the (Tier 3) dimensions of task, relationship, and self. This framework was then elaborated and refined by reference to the psychology and marketing literature, a set of 157 audio-recorded service interactions, and an expert panel study...
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... Vol. 88, No. 5, 852– 865 Copyright 2003 by the American Psychological Association, Inc. 0021-9010/03/$12.00 DOI: 10.1037/0021-9010.88.5.852 An Investigation of Race and Sex Similarity Effects in Interviews: A Multilevel Approach to Relational Demography Joshua M. Sacco Aon Consulting Christine R. Scheu, Ann Marie Ryan, and Neal Schmitt Michigan State University This research studied the effects of race and sex similarity on ratings in one-on-one highly structured college recruiting interviews (N 708 interviewers and 12,203 applicants for 7 different job families). A series of hierarchical linear models provided no evidence for similarity effects, although the commonly used D-score and analysis-of-variance– based interaction approaches conducted at the individual level of analysis yielded different results. The disparate results demonstrate the importance of attending to nested data structures and levels of analysis issues more broadly. Practically, the results suggest that organizations using carefully administered highly structured interviews may not need to be concerned about bias due to the mismatch between interviewer and applicant race or sex. There is a large body of literature supporting the notion that demographic similarity affects important outcomes at work (see Riordan, 2000; Williams & O’Reilly, 1998, for a review). For instance, researchers have reported that demographic similarity is positively related to communication, the probability of remaining...
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...Introduction 1. Rationale People management is an essential aspect of organizational process. A well-managed business organization leads to an effective productivity. To ensure this productivity, the organization has to create comfortable and satisfying condition for their employees so that they get job satisfaction. Job satisfaction affects emotions and beliefs that each employee has about their work and their job. Job satisfaction is the result of employees’ perception which is viewed as important to them. There are several factors that affect an employee’s satisfaction on his/her job. Our paper looks forward to applying the theories and methods of sociology and organizational behavior to clear the impact of job satisfaction to the working’s environment in general and to National Economics University’s organization in particular. From the analysis of these impacts, we can take some recommendation to improve the university’s organizational effectiveness. 2. Objectives * Broad objective The main objective of this study is to define clearly how job satisfaction influences employees in general and also in staff at National Economics University. * Specific objective * To identify the importance of job satisfaction and the factors those influence the job satisfaction of teacher and employees working at National Economics University. * To identify employees’ perception in their job. * To offer alternative suggestions to improve the job satisfaction level...
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...Case Study #1 1 Perfect Pizzeria – A Not-So Perfect Organization In the case study Perfect Pizzeria, the area supervisor has many problems that need his attention. The largest appears to be the organization. In this case study I will assume that the area supervisor has the authority to affect change within his organization (i.e. he is the franchise owner). Being in an area with few job opportunities should give him the perfect opportunity to recruit bright, ambitious, and motivated people to staff his pizzerias. How can the area supervisor change his organization to achieve a more fluid corporate culture? I think this change can be achieved by human resource changes, structure changes, motivational changes, and reward for good performance as well as accountability for poor performance. Each one of these areas will require a change from the corporate level. For the sake of my case study I am going to assume that the area supervisor (franchise owner) can lobby to achieve this change within the organization. The first area to look at would be the human resource changes needed in the business. Perfect Pizzeria must have a clearly defined and documented process of Recruiting, Hiring, New Associate Orientation, and Associate Retention. Let us first look at Recruiting of new Associates. This would be criteria established for all levels within the organization (manager, assistant manager, night manager, and pizza maker). The process should explicitly state that the company...
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...morale of our facility dropped significantly over that past 12 months? These are the type of questions we will explore after specific strategic steps have been implemented. How we respond as a team to these issues will have a major impact on our future. The transformation that is currently underway for our facility which includes the professional healthcare staffing is a challenge for all of leadership to address. We cannot stop these changes from taking place. What we can do is embrace them and implement strategies that can enhance our facility. Thus the only recommendation I would like to propose focuses on the ability of us to work as a team to combat these issues. I recently read an excellent reference book entitled, “Organizational Behavior”. This book outlined key issues related to actions taken by a team of individuals and compared it to the actions of one individual. A quote...
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...Recruitment and Selection Strategies Recommendation HRM/531 Recruitment and Selection Strategies Recommendation Introduction In order to secure a successful future, Landslide Limousine must come up with a recruiting and selection strategy. This strategy must target organizational goals in order to work, and Bradley Stonefield must tailor his strategy by taking into account the demographic factors in play in Austin, Texas, where Landslide is located. Since yearly turnover is 10% per year, Landslide’s recruiting and selection strategy must bring in the best employees possible to realize the achievement their organizational goals. Landslide can achieve this if they plan for demographic evolution, create workforce diversity objectives, and develop organizational branding. Additionally, Landslide must come up with effective methods for recruiting candidates that includes screening, interview methods, testing procedures, interview process considerations, and methods for selecting candidates. Organizational Goals Organizational goals are set by implementing effective recruiting and selection methods. The recruiting and selection strategy must support the hiring of at least 25 workers in the first year, with first year gross sales expected to be $50,000. A goal of an annual revenue increase of 5% is also desired. By picking, the most capable candidates will help the corporation in accomplishing those aims and providing quality solutions to customers...
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...Choice: A Meta-Analytic Review of the Correlates of Recruiting Outcomes Derek S. Chapman, Krista L. Uggerslev, Sarah A. Carroll, Kelly A. Piasentin, and David A. Jones University of Calgary Attracting high-performing applicants is a critical component of personnel selection and overall organizational success. In this study, the authors meta-analyzed 667 coefficients from 71 studies examining relationships between various predictors with job– organization attraction, job pursuit intentions, acceptance intentions, and job choice. The moderating effects of applicant gender, race, and applicant versus nonapplicant status were also examined. Results showed that applicant attraction outcomes were predicted by job– organization characteristics, recruiter behaviors, perceptions of the recruiting process, perceived fit, and hiring expectancies, but not recruiter demographics or perceived alternatives. Path analyses showed that applicant attitudes and intentions mediated the predictor–job choice relationships. The authors discuss the implications of these findings for recruiting theory, research, and practice. Keywords: recruiting, job choice, applicant reactions, person– organization fit, meta-analysis a quantitative review of this literature has not been conducted. A meta-analytic review would complement the existing narrative reviews by improving the estimation of the relationships between predictors and outcomes associated with applicant attraction (Schmidt & Hunter, 2001)...
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...Organizational Behavior As part of an organization, employers and employees are constantly posed with challenges of making the rational decisions so as to reach an optimal outcome for the business. However, research has repeatedly demonstrated that in the real world, most decision making in organizations are not completely rational. Person perception is the main issue in organizational behavior and decision making for the fact that based on M.J. Martinko et al.’s (2007) assertion the limited information or immediate impressions of employee performance could result in an inaccurate perceptual judgment made by the employers. In an attempt to explain the ways in which people form perceptions about each other, this essay will examine the influence of the attribution theory towards decision-making and illustrate three common biases and errors that distort the attribution formation through the application of three mini-case. This essay will also discuss the importance of attribution theory in relation to organizational behavior as well as decision-makers in organizations. Attribution theory is concerned with how individuals perceive and infer causality (Robert E. Ployhart and Crystal M. Harold, 2004). Johns et al. (2007) also state that the attribution theory is an attempt when individuals observe behavior to determine whether it is internally or externally caused. Internally caused behaviors refer to the behaviors which are under individual control while externally caused...
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...International Journal of Management and Innovation Volume 1 Issue 1 (2009) Living with Organizational Politics: An Exploration of Employee’s Behavior Rajib Lochan Dhar, Symbiosis International University, India Abstract Though organizational politics has been perceived as a threat; negatively influencing levels of staff retention and work productivity, hardly any studies have focused on the employee’s attitude towards the perceived players and the survival strategies in such an environment in the Indian setting. This study aims to explore the employee’s perception of organizational politics, the phase that they go through while working and the ways they adopt to cope up with it, in a sample of 26 employees working in three different automobile manufacturing companies. Qualitative methods have been used in order to understand the feelings and experiences of employees while working in a politically influenced environment. Analysis of the data was done through phenomenological principles. Findings of this study led to the emergence of four major themes namely perceived threat, attitude towards the players, Coping Strategies and intentions to leave. This study has tried to bring out the emotional circumstances that employees go through while working in a politically influenced environment. Key words: Organization, politics, employees, perception and intention Introduction There is a bit of Machiavelli in every one of us. An environment where everyone agrees with each other is a rare...
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...Job Search Behavior as a Multidimensional Construct: A Review of Different Job Search Behaviors and Sources Greet Van Hoye Ghent University, Belgium In U. C. Klehe & E. A. J. van Hooft (Eds.), Oxford Handbook of Job Loss and Job Search (in press). New York: Oxford University Press. This work was supported by a Postdoctoral Fellow grant from the Research Foundation Flanders (FWO). Correspondence concerning this paper should be addressed to Greet Van Hoye, Department of Personnel Management, Work and Organizational Psychology, Ghent University, Henri Dunantlaan 2, 9000 Ghent, Belgium. Phone: +32 9 264 64 54, Fax: +32 9 264 64 94, Email: greet.vanhoye@ugent.be Different Job Search Behaviors and Sources 2 Abstract Both theoretical models of job search and empirical research findings suggest that job search behavior is not a unidimensional construct. This chapter addresses the multidimensionality of job search behavior and provides a systematic review of the different job search behaviors and sources studied in the job search literature and their relationships with antecedent variables and employment outcomes. Organized within three major dimensions (effort-intensity, contentdirection, temporal-persistence), job search effort and intensity, job search strategies, preparatory and active job search behaviors, formal and informal job sources, specific job search behaviors, job search quality, job search dynamics, and job search persistence are discussed. This review...
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...this research will be, firstly getting the perception of employees at work by conducting semi structure interviews as an instrument of data collection to explore the effect of Job satisfaction, employee motivation and employee involvement on employee turnover. Secondly semi structure interviews will be further used to find and examine whether these three factors really affect or not if yes then which factor affects closely in order to remove that one from organizations facing employee turnover issues. Different hypothesis are formed on the basis of dependent and independent variables. By using different research articles literature review has been written. Than a model is developed of job satisfaction, employee motivation and employee involvement (independent variable) and employee turnover (dependent variable).Than a theoretical framework is written on the base of these variables. Using a cross sectional research method sample of 500 employees of service organization like Banks, University (Employees), Telecommunication, EFU life insurance, Guard Technologies and Students has been selected for this research. Convenience sampling technique will be used for data collection. Data will be collected from male and females of service organizations like Banks, University (Employees), Telecommunication, EFU life insurance, Guard Technologies and Students using semi structured interview and then analyzed by using NVIVO 7. Than some limitations and delimitations are given keeping in mind...
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...PART II Fundamentals of Human Resource Management [12:34 14/4/2009 5298-Wilkinson-Ch09.tex] Job No: 5298 Wilkinson: The SAGE Handbook of Human Resource Management Page: 133 133–154 [12:34 14/4/2009 5298-Wilkinson-Ch09.tex] Job No: 5298 Wilkinson: The SAGE Handbook of Human Resource Management Page: 134 133–154 9 Recruitment and Selection Filip Lievens and Derek Chapman RECRUITMENT AND SELECTION Few people question that recruitment and selection are key strategic domains in HRM. At the same time, recruitment and selection also have an image problem. First, recruitment and selection are often viewed as ‘old’ ingrained HRM domains. It seems like the traditional recruitment and selection procedures have been around for decades, which is at odds with the ever changing internal and external environment of organizations. Hence, practitioners often wonder whether there are any new research-based ways for recruiting and selecting personnel. Another image problem for recruitment and selection is that a false dichotomy is often created between so-called macro HR (examining HR systems more broadly) and micro HR (examining individual differences). It is further sometimes argued that organizations should value macro approaches and write off micro approaches as not being relevant to the business world. We posit that these image problems and debates only serve to distract and fracture the field and hide the fact that excellent HR research and practice needs...
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...Master of Business Administration Dec 2014 * Introduction Many research studies have shown that leaders have a strong effect on their subordinates’ behavior and attitudes (Van Dam, Oreg & Schyns, 2008). This relationship is often referred to as the Leader-Member Exchange (LMX) relationship, which demonstrates the relationship between supervisor and subordinate during their work (Gerstner & Day, 1997; Liden & Maslyn, 1998). Practically speaking, many of organizational change programs fail because of employees’ resistance to change and management approaches that neglect the human dimensions during change (Bovey & Hede, 2001). In other words, the quality of LMX relationships affects employees’ resistance to the change (Van Dam et al., 2008). However, resistance to change is an important component through organizational changes since it has consequences such as decreasing employee’ satisfaction, output, absenteeism and turnover rates (Van Dam et al., 2008). In this context, many of previous research studies examined the way in which employees deal with organizational change and manage uncertainty (e.g. Furst & Cable, 2008; Fugate, Kinicke & Scheck, 2002; Bordia et al., 2004). Nevertheless, few studies are concern of employees’ emotions and how employees regulate their emotions during organizational change. Emotion control is important in change circumstances because the way people control their emotions affect the way they respond to perceived...
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...“Job security” is the most important characteristic and according to the person I have interviewed, “working independently” is the least important characteristic. The characteristic gave the person greatest satisfaction is the “chances for promotion” and the least satisfaction is the “little job stress”. In fact, compare to the researched responses, the subject’s scores are quite different from the “answer” sheet. Important: In the interview, the person mentioned that the career is dependent upon how well the economy does because the work is based on the client’s business. You can always find work in marketing companies of all sizes—big and small—who are looking for people with experience. Marketing always has the potential to let people develop themselves. Base on the experience you have, people would be moving from analyst to project manager to department manager. Need to keep these in mind, if you want to be successful in such field, you have to be creative and you have to be brave. Not important: John Patterson states that people could see more potential power from a group instead of individual. Working independently may have less working efficient than team work. Different people hold different skills and gifts. So it is more important to work as a team and make the most of it. Greatest satisfaction: is the “chances for promotion”. People are looking forward for a quality not only for personal development and performance improvement, but also for the chances for...
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...organizations from losing key employees. Without career planning, an organization is likely to encounter the highest rate of attrition, causing much harm to their plans and programmers. Similarly without succession planning managing of vacancies, particularly at higher levels becomes difficult. 2. List the various features of HRM. HRM (Human resource management) focuses on an organization's most important assets, which are its employees. HRM actually refers to the processes that are involved with managing all of the people in the business, which includes employing and training employees, but also refers to monitoring their progress and rewarding them for their performance. Four features of human resource management are: 1. Organizational management: It helps improve the employees and the business so that the employees and the business can better serve their customers, which makes them more profitable. 2. Personnel Administration: The personnel administration is responsible for all aspects of the employees such as hiring employees, training employees, developing training programs and creating employee assessment forms....
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