The Effects of Internal Communication on Employee Engagement, Customer Orientation and Customer Engagement in Service Corporation

2019 ◽  
Vol 20 (2) ◽  
pp. 283-302
Author(s):  
Seul Ki Lee ◽  
Mun Kyoo Woo ◽  
Chang Juck Suh
Keyword(s):  
Employee Engagement ◽  
Customer Orientation ◽  
Internal Communication ◽  
Customer Engagement

scholarly journals The Role of Cultural Differences in Customer Retention: Evidence from the High-Contact Service Industry

2021 ◽  
pp. 109634802110149
Author(s):  
Kim-Shyan Fam ◽  
Boon Liat Cheng ◽  
Tat-Huei Cham ◽  
Mandy Tan Chia Yi ◽  
Hiram Ting
Keyword(s):  
Cultural Difference ◽  
Structural Equation ◽  
Service Industry ◽  
Customer Orientation ◽  
Customer Retention ◽  
Business Environment ◽  
Corporate Image ◽  
Customer Relationships ◽  
Customer Engagement ◽  
Equation Modeling

Current tourism landscape and dynamism of the business environment have increased market competitiveness in the high-contact service industry. Hotel operators must now pay greater heed to customer retention by exploring ways to improve customer engagement and experience. Toward this end, this study aimed to examine the interplays between relationship marketing, perceived service quality, corporate image, customer satisfaction, and customer loyalty, as well as the moderating effect of cultural difference between Asian and Western tourists. Using a questionnaire, data were collected from 400 international tourists and analyzed with the structural equation modeling technique. While the direct relationships pertaining the variables of interest were found to be significant, Asian tourists appeared to hold stricter standards in employee–customer interactions and satisfaction-based loyalty than Western tourists. Discussion and implications are provided to promote the development of fruitful hotel–customer relationships in this industry with a heightened customer orientation.

The Role of Perceived Risk in Engaging Customer and Employees for Value Creation in Services

2021 ◽  
pp. 097226292110225
Author(s):  
Ritu Srivastava ◽  
Diptiman Banerji ◽  
Priyanka Nema ◽  
Shubham Choudhary
Keyword(s):  
Employee Engagement ◽  
Value Creation ◽  
Perceived Risk ◽  
Organizational Outcomes ◽  
Customer Engagement ◽  
Future Research ◽  
Second Phase ◽  
Research Directions ◽  
Marketing Effectiveness ◽  
New Research

Value creation, customer engagement and employee engagement have emerged as important organizational outcomes for continued success. At the turn of the new decade, it is imperative to identify new research directions for these outcomes to improve the marketing effectiveness of organizations while keeping people at the centre of this pursuit. The present study is propelled by this motivation. The study started with the exploration of the relationship of customer and employee engagement in value creation, while limiting the scope to services. The extant literature has not studied the three together. The second phase of the study dwelled on identifying common links among the three to develop a conceptual model that brought the concepts of customer engagement, employee engagement and value creation together. Perceived risk was identified as the underlying phenomenon that connected all three to be part of a social system. A conceptual framework has been proposed for connecting perceived risk to customer engagement and employee engagement that would create value in service organizations. The study identifies future research directions for theory building and practice.

Implementation of an integrated management system in an airline: a case study

2010 ◽  
Vol 22 (6) ◽  
pp. 629-647 ◽  
Author(s):  
Palmira López‐Fresno
Keyword(s):  
Management System ◽  
Customer Orientation ◽  
Integrated Management ◽  
Direct Analysis ◽  
Internal Communication ◽  
Content Type ◽  
Integrated Management System ◽  
Use Of Resources ◽  
Industry Sectors

PurposeThis paper presents, through the analysis of a case study, a model based on a systemic approach that proved successful for the design and implementation of an integrated management system (IMS) in an airline, and provides guidelines and practical recommendations that may be of use to other sectors of activity when designing and implementing an IMS.Design/methodology/approachData for this paper were collected through direct analysis and implication in the process of implementation of the IMS. Also a literature review was conducted.FindingsTangible and intangible benefits were identified as derived from operating one IMS, such as cost savings, better use of resources, improved internal communication, stronger customer orientation and employee motivation. For these benefits to be realised it is essential to take into account several critical factors and be aware of the challenges accompanying integration of management systems, as detailed in the paper.Practical implicationsThis paper provides guidelines and recommendations for organisations seeking to implement and integrate several standards, being general or sectoral, particularly if they operate in highly complex industry sectors.Originality/valueThis paper incorporates the integration of sectoral standards, which the literature has not covered very widely. The research has wider value through transferable applications and experiences for other industry sectors.

scholarly journals The Role of Multi-Actor Engagement

2020 ◽  
Vol 6 (4) ◽  
pp. 176
Author(s):  
Sumitro Sarkum ◽  
Abd. Rasyid Syamsuri ◽  
Supriadi Supriadi
Keyword(s):  
Supply Chain ◽  
Employee Engagement ◽  
Business Strategy ◽  
Business Performance ◽  
Dynamic Capability ◽  
Customer Engagement ◽  
Market Knowledge ◽  
Marketing Function ◽  
Summary Statement

This study aims to meet the theoretical needs in answering the problem of the role of the marketing function on the dynamic capability that involves the role of multi actors through engagement. In particular, the study discusses the capabilities of SMEs’ business strategy in the offline to online market. The population of this research are owners, managers, and owners and managers of SMEs in Indonesia. The results of this study indicate that the integration of the supply chain into engagement can address the problem of the role of the marketing function that connects marketing and operations. Supply chain engagement is also able to moderate employee engagement to dynamic marketing engagement but not significantly moderate customer engagement. Meanwhile, the basis of integration as a dynamic capability in market knowledge has a significant effect on the multi-actor engagement consisting of customer engagement, employee engagement, and supply chain engagement. Summary statement of contribution: Our research builds on the three elements of multi-actor engagement that are significant against dynamic marketing engagement. The main finding of this research is that the concept of novelty can answer the proposition with the result that dynamic marketing engagement can improve business performance.

Using Social Media in the Workplace

2014 ◽  
pp. 146-161 ◽  
Author(s):  
Karen Mishra ◽  
Khaner Walker ◽  
Aneil Mishra
Keyword(s):  
Social Media ◽  
Public Relations ◽  
Human Resources ◽  
Employee Engagement ◽  
Internal Communication ◽  
Marketing Social ◽  
Communication Practices ◽  
Internal Communications ◽  
Relations Marketing

This chapter examines the internal communication practices of Lenovo, a $34 billion Fortune Global 500 technology company, and the world's second-largest PC vendor. In particular, this study examines how this company uses social media as a method of internal communications in fostering employee engagement. Internal communications is generally led by marketing or PR professionals with expertise in human resources, public relations, marketing, social media, and/or employee engagement. One new way that companies are extending internal communication is by developing the use of their company intranets. Intranets can support an organization by sharing accurate company information on a timely basis. This chapter describes how Lenovo has developed and uses its Lenovo Central intranet to engage employees in its mission and vision.

Employee Online Communities

2022 ◽  
pp. 425-440
Author(s):  
Shirin Alavi
Keyword(s):  
Job Satisfaction ◽  
Employee Engagement ◽  
Online Communities ◽  
Employee Retention ◽  
Mission Statement ◽  
Internal Communication ◽  
Corporate Values ◽  
The Past ◽  
The World

This chapter seeks to impart understanding of the role of employee online communities for enhanced employee engagement and retention in an organization. The highly engaged and motivated employees would contribute more towards accomplishing the organizations goals. The various research studies conducted in the past across the world identify job satisfaction as a major determinant of employee engagement and retention. The role of internal communication through employee online communities of organizations or intranets is theoretically suggested to be a major influencer for the enhancement of employee engagement efforts. This can help to enhance and support culture, corporate values, mission statement, and annual company goals. The purpose of this chapter is to investigate the role that the employee online communities of organizations play in order to support the twin objectives of employee retention and engagement. Engaging employees can be the catalyst for inducing positive change among employees and, as a result, boosting an organization's success.

Predicting engagement and performance through firm’s internal factors

2019 ◽  
Vol 16 (5) ◽  
pp. 763-780 ◽  
Author(s):  
Zulqurnain Ali ◽  
Sadia Sabir ◽  
Aqsa Mehreen
Keyword(s):  
Employee Engagement ◽  
Structural Equation ◽  
Employee Performance ◽  
Internal Communication ◽  
Equation Modeling ◽  
Internal Factors ◽  
Content Type ◽  
Organizational Goals ◽  
And Performance ◽  
Reward And Recognition

Purpose The purpose of this paper is to investigate how the firm’s internal factors influence employee engagement (EE), which, in turn, enhances the performance of textile employees. Furthermore, the present study pursues to address the indirect effect of EE on the relationship between the firm’s internal factors and employee performance. Design/methodology/approach Data were taken from 355 participants working in textile mills through a survey approach. Structural equation modeling was run to confirm the proposed model and structural relationships. Findings Results highlight that internal communication and reward and recognition are significantly related to EE, except for work‒life balance. Furthermore, EE has a significant effect on the performance of textile employees. Practical implications The present study helps the textile managers to improve employee performance while focusing on the firm’s internal factors of engagement. Proactive internal communication and reward system will help to bring a competitive edge and achieve the organizational goals. The findings also provide managers the information to reduce the organization interruptions in enhancing EE and performance. Originality/value This study covered the hidden gap in the previous literature on EE and performance, especially in the field of the textile sector by employing Kahn’s theory of engagement.

Customer loyalty: a review and future directions with a special focus on the hospitality industry

2015 ◽  
Vol 27 (3) ◽  
pp. 379-414 ◽  
Author(s):  
Jay Kandampully ◽  
Tingting (Christina) Zhang ◽  
Anil Bilgihan
Keyword(s):  
Employee Engagement ◽  
Customer Loyalty ◽  
Hospitality Industry ◽  
Service Industry ◽  
Customer Engagement ◽  
Special Focus ◽  
Content Type ◽  
Emerging Issues ◽  
Brand Ambassadors ◽  
The Impact

Purpose – This article aims to provide a summary review of what is already known about customer loyalty and identifies some emerging issues that play an important role in it. As a result of dramatic changes in the marketplace and in consumers’ connections with the hospitality industry, researchers and practitioners are keen to understand the factors that underpin customer loyalty. Design/methodology/approach – By synthesizing extant customer loyalty literature, this article seeks further understanding of loyalty and offers priorities for ongoing loyalty research. Findings – Using conceptual models, this study provides a framework designed to extend the understanding of customer loyalty and the impact of the evolving role of engaged customers. Practical implications – Companies are advised to create emotionally engaged, loyal brand ambassadors by focusing on emerging areas, such as customer engagement, brand citizenship behaviors, mass personalization, employee engagement, brand ambassadors (both employees and customers), co-creation of value, co-design, co-consumption and rapport between customers and employees. Originality/value – This article crafts a conceptual framework for customer loyalty and identifies those factors that influence its development in the service industry with a special focus on the hospitality industry.

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