Changing a Culture: Evaluation of a Leadership Development Program at Mellon Financial Services

The purpose of this study was to evaluate the effectiveness of an internally developed and delivered Leadership Development program conducted at Mellon Financial Services. The 9‐month program integrated action learning/action science strategies into 13 modules. Program effectiveness was measured using instruments and statistics that already existed in the organisation—employee satisfaction surveys, annual employee turnover statistics, and regional scorecard results. In addition, the training participants completed midpoint and end‐of‐training feedback forms. Results of the evaluation showed that the impact of the training transferred to the participants’ job performance through increased job satisfaction, decreased turnover, and improved scorecard statistics.     

The interplay of social influence and nature of fulfillment: Effects on consumer attitudes

Sales promotional activities account for a significant portion of the integrated marketing communications budget of most companies because brand managers realize the effectiveness of these activities in meeting certain marketing communication objectives. However, there are times when promotional plans backfire, and promotions go unfulfilled. Much of this is reported in the media, and these reports are likely to trigger discussions about the companies involved in the nonfulfillment. Although much research has focused on the impact of sales promotional activities on consumers' responses and attitudes, not much has focused on how nonfulfillment of promotional promises and social influence might operate to color consumers' perceptions of a company. This article reports on an experimental study that was conducted to investigate this issue. Results indicate significant effects of the nature of fulfillment on corporate credibility, brand attitude, and patronage intentions; significant social influence effects on brand attitude, patronage, and switching intentions; and an interaction effect of social influence and fulfillment on switching intentions. The implications for brand managers and marketing communications managers are discussed, and areas for future research are proposed. © 2004 Wiley Periodicals, Inc.     

Job motivation and satisfaction: Unpacking the key factors for charity shop managers

This paper explores the role of job characteristics and communication in relation to job motivation and satisfaction amongst UK charity shop managers. Analysis is based on 22 interviews with shop managers and a nationwide survey of 826 charity shop managers. In exploring job characteristics we find that managers exhibit low levels of satisfaction with factors such as pay, job status and working conditions. However, in exploring communication we find a form of ‘altruism payoff’ whereby managers’ dissatisfaction is ameliorated by the fulfilment gained from interpersonal relationships with other staff members and the knowledge that their efforts are benefiting a charitable cause. In closing we draw out the policy implications of the study for charity retail organisations and suggest directions for further research.     

The relationship between job dissatisfaction and training transfer

The high rates of training transfer failure that prevail still puzzle practitioners as well as researchers. The central aim of the present study is to analyze the relatively under‐researched role of job dissatisfaction in the training transfer process. Specifically, we expect that job dissatisfaction would have a negative effect on transfer but that this effect would be buffered by the expectation of positive transfer consequences and motivation to transfer. To test these hypotheses, 220 participants in different training programs completed an online questionnaire 1 year after training. The results support our assumptions. They reveal that job dissatisfaction has a detrimental effect on training transfer, but that motivation to transfer and the expectation of positive transfer consequences have a buffering effect. The more motivated a person is towards transfer, the less negative is the effect of job dissatisfaction on actual transfer, but only if a person expects positive outcomes from transfer, such as acknowledgment or rewards. The findings are discussed in relation to existing training transfer models, as well as models of job (dis)satisfaction.     

Feeling Good by Doing Good: Employee CSR-Induced Attributions, Job Satisfaction, and the Role of Charismatic Leadership

Interest in corporate social responsibility (CSR) is gaining momentum in academic and managerial circles. However, prior work in the area has paid little attention to how CSR initiatives should be implemented inside the organization. Against this backdrop, this study examines the impact of CSR initiatives on an important stakeholder group—employees. We build and test a comprehensive multilevel framework that focuses on whether employees derive job satisfaction from CSR programs. The proposed model predicts that a manager’s charismatic leadership influences employees’ interpretations about the motives underlying their companies’ engagement in CSR initiatives (intrinsic and extrinsic CSR-induced attributions) which, in turn, influence employee job satisfaction. Hierarchical linear modeling of data from 47 organizational units comprising 438 employees from three world-leading manufacturing organizations shows that when employees think that their manager possesses charismatic leadership qualities, they tend to attribute the organization’s motives for engaging in CSR activities to intrinsic values, which, in turn, are positively associated with job satisfaction. Also, the extent to which managers are perceived as charismatic leaders relates positively to job satisfaction. Interestingly, CSR-induced extrinsic attributions are neither explained by charismatic leadership nor do they predict job satisfaction. Implications for both theory and practice are discussed.     

Corporate Ethical Values,Group Creativity,Job Satisfaction and Turnover Intention: The Impact of Work Context on Work Response

A corporate culture strengthened by ethical values and other positive business practices likely yields more favorable employee work responses. Thus, the purpose of this study was to assess the degree to which perceived corporate ethical values work in concert with group creativity to influence both job satisfaction and turnover intention. Using a self-report questionnaire, information was collected from 781 healthcare and administrative employees working at a multi-campus education-based healthcare organization. Additional survey data was collected from a comparative convenience sample of 127 sales and marketing employees working for a variety of firms operating in the south-central United States. The results indicated that group creativity and corporate ethical values were positively related, and that both variables were associated with increased job satisfaction. Conversely, corporate ethical values and job satisfaction were associated with decreased turnover intention. Sales managers should create work cultures that precipitate increased ethical values and group creativity, and suggestions about how they may institutionalize these factors are provided.     

A model for evaluating the effectiveness of middle managers' training courses: evidence from a major banking organization in Greece

Contemporary management thinking embraces the organizational training theory that sustainable success rests, to a great extent, upon a systematic evaluation of training interventions. However, the evidence indicates that few organizations take adequate steps to assess and analyse the quality and outcomes of their training. The authors seek to develop the existing literature on training evaluation by proposing a new model, specific to management training, which might encourage more and better evaluation by practitioners. Their thesis is that training evaluation is best if it can be based on criteria derived from the objectives of the training and they draw on the management effectiveness literature to inform their proposed model. The study seeks to examine the effect of six evaluation levels – reactions, learning, job behaviour, job performance, organizational team performance and some wider, societal effects – in measuring training interventions with regard to the alterations to learning, transfer and organizational impact. The model was tested with data obtained from 190 middle managers employed by a large banking organization in Greece and the results suggest that there is considerable consistency in the evaluation framework specified. The paper discusses these results and draws conclusions about their practical implications. The study's limitations are considered and some future research needs identified.     

The impact of sales encounters on brand loyalty

Gaining and sustaining brand loyalty is a key challenge in increasingly competitive markets. Many marketing researchers as well as practitioners emphasize the critical role of the interpersonal interaction between the customer and the salesperson in influencing customer satisfaction, generating favorable brand attitudes and strengthening the bond between the customers and the brand. So far, empirical research that investigates how sales encounters impact brand loyalty by enhancing customer satisfaction with the sales encounter is lacking. Using data from 154 dyads of customers and salespersons of a large automobile brand, this study shows the perceptions of both the customer and the salesperson regarding the impact of sales encounter performance on satisfaction. Sales encounter satisfaction, in turn, leads to brand loyalty by enhancing brand attitude and salesperson loyalty.     

Predicting autonomous and controlled motivation to transfer training

In spite of a broad consensus on the importance of motivation for the transfer of learning from training to the job in work organizations, studies investigating motivation to transfer are limited. This study combines the self‐determination theory, the expectancy theory and the theory of planned behaviour to provide a theoretical framework for investigating attitudes towards training content, relatedness and instructional satisfaction as predictors of two dimensions of transfer motivation: autonomous motivation to transfer and controlled motivation to transfer. A total of 444 subjects, trained in 23 occupational health and safety training courses, completed multi‐item questionnaires immediately following training. Structural equation modelling procedures indicate that controlled motivation to transfer was affected by attitudes towards training content and that autonomous motivation to transfer was affected by attitudes, relatedness and instructional satisfaction. The results are discussed in terms of theoretical and practical implications for training effectiveness associated with the interplay of motivation and transfer in professional training.     

The Virtuous Influence of Ethical Leadership Behavior: Evidence from the Field

This study examines a moderated/mediated model of ethical leadership on follower job satisfaction and affective organizational commitment. We proposed that managers have the potential to be agents of virtue or vice within organizations. Specifically, through ethical leadership behavior we argued that managers can virtuously influence perceptions of ethical climate, which in turn will positively impact organizational members’ flourishing as measured by job satisfaction and affective commitment to the organization. We also hypothesized that perceptions of interactional justice would moderate the ethical leadership-to-climate relationship. Our results indicate that ethical leadership has both a direct and indirect influence on follower job satisfaction and affective commitment. The indirect effect of ethical leadership involves shaping perceptions of ethical climate, which in turn, engender greater job satisfaction and affective organizational commitment. Furthermore, when interactional justice is perceived to be high, this strengthens the ethical leadership-to-climate relationship.     

An Examination of Frontline Cross-functional Integration during Retail Transactions

This research investigates cross-functional integration in contexts where customers interact with multiple frontline functions during a retail transaction. Specifically, this study: (1) proposes and empirically tests a framework for frontline cross-functional integration, (2) shows that joint reward valence alters the effects of other integration mechanisms in ways that can sometimes be detrimental, and (3) demonstrates the effects of cross-functional integration on individual sales performance and job satisfaction. The proposed framework is empirically tested in the automobile sales context with sales and finance as the frontline functions. Results indicate that cross-functional training and cohesion influence quality of communication, which in turns leads to more effective relationships. As joint reward valence increases, the positive impact of cross-functional training on communication quality is enhanced; however, the positive impact of cohesion on communication quality is reduced. Similarly, as joint reward valence increases, relationship effectiveness leads to higher individual sales performance but the positive benefits of relationship effectiveness on job satisfaction diminish. Thus, this study improves the understanding of frontline cross-functional integration and the process by which integration mechanisms influence employee outcomes.     

The consequences of transfer of training for service quality and job satisfaction: an empirical study in the Malaysian public sector

The significance of transfer of training to organizations has been acknowledged by many studies. However, the consequences of transfer of training, particularly for employees, have still not been adequately explored. The present study was conducted to address this gap. Specifically, it explores the relationship among transfer of training, service quality and job satisfaction. Data for this study were collected through surveys of employees, their supervisors and their colleagues. Data were analysed using structural equation modeling. The findings reveal that transfer of training is positively and significantly associated with both service quality and job satisfaction.     

Antecedents of Truck Drivers’ Job Satisfaction and Retention Proneness

The aim of this study was to (1) explore the antecedents of truck drivers’ job satisfaction, (2) identify the impact of financial and nonfinancial job properties on satisfaction with the job and with one's employer, and (3) the drivers’ proneness to retaining their jobs. Based on the extant literature, we develop a conceptual model that is tested using survey data for 164 truck drivers. Multiple linear and ordinal logistic regressions were used to estimate the proposed effects. The results reveal that nonfinancial job properties and satisfaction with one's employer affect job satisfaction is statistically significant. Financial and nonfinancial job properties affect satisfaction with one's employer whereas the former shows a lower impact compared to the latter. Satisfaction with the job and one's employer impacts retention proneness. The contribution of this study was to (1) add to the understanding of the factors that predict retention of truck drivers in relationship to job satisfaction and (2) highlight the different roles of financial and nonfinancial job properties in this specific work context.     

A study on motivating employees’ learning commitment in the post-downsizing era: Job satisfaction perspective

From the resource-based perspective, organization learning is the foundation of firms creating their special resources and thereby increasing their competitive advantage. Organization learning is indeed derived from individual learning within the organization. However, many firms have adopted downsizing strategies to reduce the redundancy. Nevertheless, it had a great impact both on laid-off employees and remaining ones. The remaining employees lost their trust, loyalty toward the firm and eventually left. The consequence not only affected the firms’ daily operation but also impacted employees’ learning motivation for improving their ability to enhance the firm's competitive advantage. In the post-downsizing era, applying appropriate human resource management practices to motivate employees would be a critical issue. The study began with two psychological constructs: job satisfaction and learning commitment to explore the content of job satisfaction which significantly influenced remaining employees’ learning commitment. The study used both qualitative and quantitative methods to collect and analyze the data. The results revealed that the two criterion in job satisfaction “the relationship with colleagues” and “the relationship with the family” significantly influenced employees’ learning commitment. However, this was clearly different from managers’ subjective expectation. The findings provide important implications for both the research field and practical management of downsizing, employee motivation, cross-culture management and strategic HRM practices.     

Examining the link between salesperson networking behaviors,job satisfaction,and organizational commitment: Does gender matter?

Sales professionals are embedded in an array of social interactions through their networking behaviors, yet the literature's understanding of these effects on job-based attitudes is relatively limited. Further, research suggests that men and women, not only network differently, but also often benefit in different ways from networking. This study examines the extent to which gender moderates the relationships between three forms of salesperson networking behaviors, job satisfaction, and organizational commitment. The data from a survey of 179 salespeople indicates that networking behaviors are related to job satisfaction and commitment in sales. However, the relationships vary for male and female salespeople. When analyzed separately, job satisfaction relates positively to professional networking for women, while job satisfaction relates positively to peer networking for men. In addition, peer networking directly relates to organizational commitment for women, rather than mediated by job satisfaction.     

Transfer of training: a case‐study of outsourced training for staff from Bhutan

The article examines the perceptions of managers, academics and technical staff in relation to the transfer of training resulting from their participation in out‐country training funded by Bhutan's Ministry of Education. Out‐country training refers to in‐service education, training and professional development programs, especially in relation to technical education, higher education and specialization courses undertaken abroad. The objective was to evaluate the effectiveness of out‐country training over a five‐year period to gauge the level of training transfer among three different types of participants. The methodology included surveying 149 Bhutanese out‐country training participants between 1999 and 2003. A representative sampling technique was used to select 58 academics, 46 managers and 45 technical support staff for inclusion in the survey. Semistructured in‐depth interviews were also conducted with 19 of these trainees across the three categories. Results of the study indicate high initial levels of motivation in all trainees, but a change in attitude toward their training once it was underway. On return to the workplace, participants reported even less confidence in their ability to transfer their learning compared to their confidence reported before the program began.     

International Training and Management Development Policies and Practices of South Korean MNEs in China

International training and management development has to date received little research attention. This study aims to contribute to the international human resource management literature by empirically exploring international training and management development policies and practices for both expatriates and host‐country nationals (HCNs) of South Korean multinational enterprises (MNEs) operating in China. The data for this study were collected through in‐depth interviews with both HCN managers and expatriate managers of 10 Korean MNEs. The results show that in our sample, South Korean MNEs provide expatriates with inadequate and low‐rigor predeparture cross‐cultural training and leadership training. However, the sample MNEs provide extensive predeparture and postarrival language training and regular postarrival technical and professional training. On‐the‐job training is provided mainly to HCN production workers in order to improve productivity and work safety. Selected high‐performance HCN middle managers and employees are sent back to headquarters for training. This, however, is not regarded for career development but for rewarding good performance. The sample South Korean MNEs pay little attention to management development for both expatriates and HCNs. Consequently, this has a negative effect on employees’ organizational commitment and retention. © 2015 Wiley Periodicals, Inc.     

委托管理模式下的国有改制饭店员工满意度研究——以苏州C饭店为例

近年来,国有改制饭店在我国饭店业中所占比例越来越大。员工满意度关系到国有改制饭店的长远发展。本文以委托管理模式下的国有改制饭店为调查对象,结果表明,委托管理模式下的国有改制饭店员工满意度总体偏低,各项指标的满意度高低排序为工作本身、人际关系、领导水平、职业发展、绩效考核、培训机会、管理环境和薪酬福利。因此,员工激励措施多样化、软文化与硬制度管理相结合、培训体系系统化是提升员工满意度的有效措施。     

Customer Relationship Management (CRM)'s Impact on B to B Sales Professionals' Collaboration and Sales Performance

Purpose: Sales literature has traditionally considered technology adoption from acceptance and diffusion perspectives. This article examines the impact of customer relationship management (CRM) technology on business-to-business (B2B) sales professionals' ability to collaborate with internal stakeholders and also assesses the relationship between CRM utilization and sales performance. The study moves from assuming that CRM utilization positively impacts salesperson effectiveness and performance to assessing this outcome from the perspective of the salesperson.

Methodology: A survey that was comprised of four scales was sent to 115 B2B sales professionals and usable surveys were received from 70 respondents. The data were analyzed using partial least squares regression to test the hypothesized paths. Partial least squares regression has been shown to work for small sample sizes.

Findings: There is empirical evidence that CRM adoption and utilization positively impacts sales performance, sales effectiveness, and collaboration. As a partial mediator, collaboration positively influenced CRM utilization's effect on sales performance. However, collaboration did not positively influence sales process effectiveness. Explanations of the findings are offered.

Managerial Implications: Sales managers can use CRM technology to make their sales team more effective and efficient. Second, increased collaboration across the firm positively mediates sales performance. Lastly, to increase collaboration, sales managers should stress that CRM leads to higher performance for both the sales team and the entire firm.     

The Impact of Ethical Behavior and Facets of Job Satisfaction on Organizational Commitment of Chinese Employees

This study examines factors impacting organizational commitment of 214 employees working at a Chinese state-owned steel company. Ethical behavior of peers and ethical behavior of successful managers had a significant impact on organizational commitment. The four facets of job satisfaction (pay, coworker, supervision, and work itself) had a significant impact on organizational commitment. Respondent’s age also significantly impacted organizational commitment. Perceptions of ethical behavior of successful managers, satisfaction with work, and gender were significantly correlated with social desirability bias.