EMPLOYEE S MOTIVATION AS A CRITICAL ELEMENT OF INTERNAL MARKETING. CASE STUDY: THE USE OF NON- FINANCIAL MOTIVATION THROUGH SPORT ACTIVITIES
|
|
- Abigayle McKinney
- 6 years ago
- Views:
Transcription
1 EMPLOYEE S MOTIVATION AS A CRITICAL ELEMENT OF INTERNAL MARKETING. CASE STUDY: THE USE OF NON- FINANCIAL MOTIVATION THROUGH SPORT ACTIVITIES Onete Bogdan Academia de Studii Economice din Bucure ti, Facutatea de Comer, Pia a Roman 6, sector 1, Bucure ti, onete@ase.ro, Constantinescu Mihaela Bucure ti, mihaela.co@gmail.com, Filip Alina Bucure ti, filip.alina@gmail.com, Georgescu Bogdan Bucure ti, georgescubogdanmk@yahoo.com, Internal marketing is a much debated subject in international economic literature, being the topic of many books, journals and conference proceedings; therefore it has become a strategic objective in the relationship marketing theory and practice. The term received in the last twenty years a vast number of definitions and this is the reason why our paper will present both a conceptual approach and a specific way in which internal marketing is applied in Romanian companies. The originality of the present research results from a non-financial approach of employees motivation by implementing sport activities in their daily work schedule. The main results of the research highlight the need of integrating sports in the company s internal marketing programs with the aim of achieving employees satisfaction, trust and loyalty. Key words: internal marketing, non-financial motivation, sport activities, relationship marketing The literature on internal marketing is considerable and growing rapidly (see for example; Berry 1981; Collins and Payne 1991; George 1977, 1990; Grönroos 1981, 1985; and Piercy 1995, 2000), yet there is little systematic work on how internal marketing actually works in practice. 211 Internal marketing is a much debated subject in international economic literature, being the topic of many books, journals and conference proceedings; therefore it has become a strategic objective in the relationship marketing theory and practice. The term received in the last twenty years a vast number of definitions and this is the reason why the present paper will present both a conceptual approach and a specific way in which internal marketing is applied in Romanian companies. Internal marketing has been defined (Berry and Parasuraman 1991) as the attraction, improvement and maintenance of company s employees in positions that ensure the maximum and efficient usage of their work capabilities and a motivation system that allows the satisfaction both of the material needs and the professional aspirations of the employee. 212 This concept has evolved from the original conceptualization of employee satisfaction/motivation by treating employees as customers and jobs as products (Sasser and Arbeit 1976; Berry 1981) for improving service quality, to customer orientation/market orientation and the use of marketing like approach and marketing like tools internally to motivate employees (Grönroos 1985), to the use of internal marketing for 211 Pervaiz K Ahmed, Mohammed Rafiq, Noorizan Mat Saad, Internal marketing, organizational competencies, and business performance, American Marketing Association, Conference Proceedings, Chicago: 2002, Vol. 13, pg Cetina, I., Brandabur, R., Constantinescu, M., Marketingul serviciilor teorie si aplicatii, Ed. Uranus, 2006, pg
2 the implementation of external marketing programs (Piercy and Morgan 1991), and the extension of internal marketing to the implementation of any functional strategy (Rafiq and Ahmed 1993). Since Berry (1981) first advocated treating employees as internal customers, this has become the central guiding principle for internal marketing in every company. 213 Later, Berry and Parasuraman emphasized (1991) the value of treating staff the way you would want them to treat customers. The assumption here is that this provides a climate for "effective marketing behavior". In one of his articles, David Ballantyne (2000) calls this "happy staff equals happy customers" logic. 214 The logic of this approach is a simple one gaining employees satisfaction will influence their loyalty and affective commitment towards companies and this is an essential condition in achieving customer satisfaction during critical episodes interaction. Having this argument we can make the scientific assumption that at the company s top management level there is a need of correlating the strategic objectives of raising customer loyalty with a greater level of employee s satisfaction. This is proved in the present paper by applying the results of a quantitative research which shows that the non-financial motivation may be considered as a favorable influence in creating a pleasant and, most of all, productive work environment. A limitation of existing internal marketing research is that there is little agreement on what mix of policies can be used to effectively influence employees so that they are motivated and act in a customer oriented fashion. The originality of the present paper results from a qualitative approach of employees motivation by implementing sport activities in their daily work schedule. The novelty results from the link which is suggest to exist between the corporate social responsibility of the company toward its employees and the economic benefits of a relationship marketing orientation. Lately, this concept of sport activities practiced together by the organization employees has known a fast development. Be it a formal activity (conducted by the company s management) or an informal one (put in practice by the company s employees), sport has the power to relax the employees and to create the team spirit that every manager wants to find in his company. Considering the recent appearance of this concept in Romania, there aren t many marketing researches to show its importance. That is why a detailed description for this concept as it is found in practice can lead to a future development of the theory. Considering the conditions presented so far, this paper highlights the conclusions of a quantitative research regarding the process of implementing the sport activities within the organization, especially to determinate if this process is seen as a non-financial motivational instrument for the employees. The research took place within 246 companies that activate on the Romanian market and which include sport within the activities for their employees. To collect the necessary information, a survey was used with a structured questionnaire. The research objectives were the following: a) Identifying the opinion regarding the financial and nonfinancial motivation of the employees; b) Determining the type of organization for the sport activities within the company (formal or informal); c) Identifying the most played sports and the reasons for choosing these sports; d) Finding out if the sport activities can be included within the non-financial motivational elements; e) Identifying the percentage of companies that participate in competitions with their representative team; f) Determining the percentage of companies that motivate their employees to participate in competition that are specially organized for firms and identifying the most used elements of motivation in this situation; g) Determining the percentage of companies that reward the employees that have won a competition where they were representing the company and identifying the most used reward elements; h) Establishing the percentage of companies that have won at least one sport competition until now. The information obtained from the research helped us realize what are the place and the role of sport activities within the company. We started with the hypothesis that, in Romania, most companies don t involve in a formal way in the sport activities practiced by their employees. This is rather the initiative of the employee, who wants to engage with his colleagues in other activities besides those work related. 213 Ballantyne, D., Internal relationship marketing: a strategy for knowledge renewal, The International Journal of Bank Marketing, Bradford: 2000, Vol. 18, Iss. 6, pg Ballantyne, D., op. cit. 1034
3 From the research we could find out that, in practice, these two types of organization are equally found in the companies - formal 54% and informal 46%. At the international level, the trend is to have the organization of the sport activities in the responsibility of the company s management, who offers to the employee a relaxing work environment. In close connection with the formalization of the sport activities organization is the percentage of companies that participate in sport competitions that are especially created for firms. Only 32% of the interviewed companies have participated at least once in such a competition. It is interesting to see if there is a statistical association between these two variables, in other words, to see if the formal/informal organization influences the percentage of companies that participate in sport competitions. As shown in Figure 1, the companies where the sport activities are formally organized are participating in a higher number to sport competitions that those companies where we find an informal organization. To verify the statistical association we used the Chi-square test and we discovered that there is a mild association (a value of on a scale from 0 to 0.707). Informal Formal Participate Doesn't participate Figure 1. The influence of formal/informal organization on the percentage of companies that participate in sport competitions Considering the fact that the participation to sport activities represents a voluntary act, some employees must be motivated in participating. This is, of course, in the company s best interest because it leads to good morale for the employees and, therefore, to efficiency in the company. The research has shown that, in Romania, there are a higher number of companies that do not motivate their employees in participating in sport activities with their colleagues (54%). Naturally, this management decision is closely linked with the type of sport activities organization (formal or informal). Therefore, the company, whose management implicates itself in the organization of sport activities, also motivates its employees in taking part in these activities. Using the Chi-square test we could see that the association between these two variables is statistically significant. The companies which took part in the research were asked the following question: what are the methods of motivation used to determine the employees to take part in sport activities? The most frequent answers were: bonuses (32.6%), product prices (25.6%), sport apparel (16.3%) and vacations (12.8%). The things change when we come across the rewards that the companies offer for those employees who have won in a sport competition representing the organization for which they work. There are a higher number of companies that reward such employees. The difference is not significant (51% as against 49%), but it can be positively interpreted with hope for the future. Same as the motivation, the rewarding part is also influenced by the type of organization for the sport activities. As you can see in Figure 2, the companies that have a formal organization for the sport activities have, also, an efficient reward system for their employees. The most frequent ways of rewarding an 1035
4 employee for winning a sport competition are: vacations (23.6%), bonuses (20.8%), product prices (17.9%) or diploma, trophies and medals (16%). One of the frequently used indicators in evaluating the efficiency for the process of implementing the sport activities within the company is the number of sport competitions won. From the research emerges the fact that only 13% of the companies that have participated to sport competitions have won at least once. The companies must show interest in winning such competitions because of the free publicity that emerges from the media coverage of the sport event. Informal Formal The employees are rewarded The employees aren't rewarded Figure 2. The type of sport activities organization influence on the decision to reward the employees that have won a sport competition After determining which is the position of sport activities within the company, we shall see now what is the role of these activities. Generally, there a lot of reason for considering very important the role of sport activities practiced by the company s employees: when taking part in sport activities, the employee is much more relaxed and his work will be more efficient; team sports can substitute the investment that the company must make in other types of teambuilding; the employee s participation to sport event represents a promotional instrument for which the company doesn t have to pay any money. Through this research, we wanted to find out if the company sees the implementation of sport activities as a non-financial instrument of motivation. Our hypothesis was confirmed by 83% of the respondents. Another research objective is concerning the most played sport by the employees. We can see from Figure 3 that soccer leads at a considerable distance, followed by tennis, basketball, fitness and ping-pong. The main motivation for putting soccer first is because this sport is a tradition in our country. This supremacy can also be explained by the numerous facilities for playing soccer: a growing number of sport courts, common sport apparel (doesn t require major investments), and the fact that soccer is a sport that doesn t require a long term training. soccer 64.9 tennis 31.1 basketball fitness ping-pong swimming paintball aerobic chess billiards bowling athletics voleyball others Figure. 3. The most played sports by the employees 1036
5 We notice the fact that the three most played sports in a company are all team sports. This is because one of the management s objectives for implementing sport activities within the company is to create team spirit (as shown in Figure 4, which indicates the reasons for choosing a certain type of sport for the employees) employees' personal opition team spirit 17.4 relationship development between the employees recreation kipping in shape others Figure 4. The reasons for choosing a certain sport for the employees A closer analysis of these reasons will show us that for the team sports the main reason is the development of team spirit and for individual sport is keeping in shape (body and mind) a healthier employee is more efficient. As a logical conclusion, the changing business environment of our days requires a dynamic adaptation of the Romanian organizations and a change in their corporate governance by making efforts to retain the most efficient employees with the aim of gaining their loyalty and devotion. This may be possible by establishing a set of integrated non-financial instruments of motivation, such as sport activities, which assures the health of company-employee relationship. Selective references 1. Ballantyne, D., Internal relationship marketing: a strategy for knowledge renewal, The International Journal of Bank Marketing, Bradford: 2000, Vol. 18, Iss Berry, L.L, The employee as a customer, Journal of Retail Banking, 1981, Vol Cetin, I., Brandabur, R., Constantinescu, M., Marketingul serviciilor teorie i aplica ii, Ed. Uranus, Constantinescu Mihaela, Filip Alina, Implementarea strategiilor de marketing sportiv abordare rela ional, Revista Român de Marketing, nr. 2/2007, Ed. Rosetti Educa ional, Bucure ti, Pervaiz K Ahmed, Mohammed Rafiq, Noorizan Mat Saad, Internal marketing, organizational competencies, and business performance, American Marketing Association, Conference Proceedings, Chicago: 2002, Vol
THE FOCUS OF COMPANIES ON CLIENTS A MAJOR TREND IN THE CURRENT BUSINESS ENVIRONMENT
THE FOCUS OF COMPANIES ON CLIENTS A MAJOR TREND IN THE CURRENT BUSINESS ENVIRONMENT Lecturer Diana Soca Ph.D Romanian-American University 1B, Expozitiei Avenue, Sector1, Bucharest soca_diana@yahoo.com
More informationQUALITATIVE MARKETING RESEARCH FOR THE IDENTIFICATION OF BANK STAFF SATISFACTION
Bulletin of the Transilvania University of Braşov Series V: Economic Sciences Vol. 11 (60) No. 1 2018 QUALITATIVE MARKETING RESEARCH FOR THE IDENTIFICATION OF BANK STAFF SATISFACTION Réka DOMBI 1 Abstract:
More informationRomanian Economic and Business Review Vol. 6, No RELATIONSHIP MARKETING THE KEY OF THE SUCCESS IN BUSINESS
Romanian Economic and Business Review Vol. 6, No. 1 177 RELATIONSHIP MARKETING THE KEY OF THE SUCCESS IN BUSINESS Diana Soca Abstract The sincere and open orientation towards solving the customer s problem
More informationThe role of promotional strategies for small and medium- sized entreprises in sustainable marketing
97 The role of promotional strategies for small and medium- sized entreprises in sustainable marketing Ioana Cecilia Popescu 1 Diana Maria Vrânceanu 2 Mihai Ioan Roșca 3 In Romania, small and medium-sized
More informationCHAPTER II INTERNAL MARKETING PRACTICES AN OVERVIEW
CHAPTER II INTERNAL MARKETING PRACTICES AN OVERVIEW 2.1 INTRODUCTION In this chapter, an attempt has been made to identify the factors which have been understood to be the employee centric. Human Resources
More informationScienceDirect. Organizational culture versus work motivation for the academic staff in a public university
Available online at www.sciencedirect.com ScienceDirect Procedia - Social and Behavioral Scien ce s 127 ( 2014 ) 448 453 PSIWORLD 2013 Organizational culture versus work motivation for the academic staff
More informationDETERMINATION OF USERS SATISFACTION LEVEL REGARDING THE QUALITY OF E-SERVICES PROVIDED BY BOGDAN-VODĂ UNIVERSITY
DETERMINATION OF USERS SATISFACTION LEVEL REGARDING THE QUALITY OF E-SERVICES PROVIDED BY BOGDAN-VODĂ UNIVERSITY Sidonia Otilia Cernea 1 Janetta Sîrbu 2 Nicolae Mărginean 3 ABSTRACT: The results of researches
More informationPHD THESIS - SUMMARY STUDY REGARDING MANAGEMENT IMPROVEMENT OF SPORT CLUBS PRIVATE LEGAL ENTITIES
BABEŞ-BOLYAI UNIVERSITY THE FACULTY OF ECONOMICS AND BUSINESS ADMINISTRATION DEPARTMENT OF MANAGEMENT PHD THESIS - SUMMARY STUDY REGARDING MANAGEMENT IMPROVEMENT OF SPORT CLUBS PRIVATE LEGAL ENTITIES PhD
More informationIntroducing Management
Introducing Management Definitions Management roles Management & leadership Core qualities of managers Levels of management Competency-driven management Challenges of managing diverse workforces in diverse
More informationGrow Your Business Through Superior Customer Experiences
RESEARCH Grow Your Business Through Superior Customer Experiences By D. Randall Brandt, Ph.D., Vice President Customer Experience and Loyalty Research and Rodger Stotz, Vice President, Managing Consultant,
More informationIs There a Positive Correlation between the Organizational Culture, Focused on Creating a Pleasant Working Environment and Organizational Performance?
Is There a Positive Correlation between the Organizational Culture, Focused on Creating a Pleasant Working Environment and Organizational Performance? Dorinela Nancu Ovidius University of Constanta cusudorinela@yahoo.com
More informationSEGMENTATION, TARGETING AND POSITIONING OF THE SUPPLIERS. BASIS ELEMENT IN STRATEGIC PLANNING ON BUSINESS TO BUSINESS MARKET IN ROMANIA
SEGMENTATION, TARGETING AND POSITIONING OF THE SUPPLIERS. BASIS ELEMENT IN STRATEGIC PLANNING ON BUSINESS TO BUSINESS MARKET IN ROMANIA C escu tefan Claudiu The Academy of Economic Studies, Marketing Faculty,
More informationIMPROVING QUALITY STRATEGIES IN THE HEALTH SERVICES MARKETING
IMPROVING QUALITY STRATEGIES IN THE HEALTH SERVICES MARKETING R dulescu Violeta District, Bucharest, E-mail: vio.radulescu@yahoo.com, Phone number: 0721305551 Cetin Iuliana District, Bucharest, E-mail:
More informationMarketing Management: Realities and Requirements in the Context of Business Globalization and Internationalization of Companies
DOI 10.1515/cplbu-2015-0035 3 rd International Engineering and Technology Education Conference & 7 th Balkan Region Conference on Engineering and Business Education Sibiu, Romania, November, 1 st 4 th,
More informationMETHODS OF ASSESSING THE QUALITY IN SERVICES
METHODS OF ASSESSING THE QUALITY IN SERVICES Isac Florin Lucian Universitatea Aurel Vlaicu din Arad, Facultatea de tiin e Economice, Bd.Revolu iei nr.77 0040-257- 283010 e-mail:rectorat@uav.ro Abstract:
More informationMOTIVATION OF PERSONNEL ESSENTIAL PART OF LEADERSHIP IN THE MILITARY ORGANIZATION
SCIENTIFIC RESEARCH AND EDUCATION IN THE AIR FORCE AFASES2018 MOTIVATION OF PERSONNEL ESSENTIAL PART OF LEADERSHIP IN THE MILITARY ORGANIZATION Maj. Cristian DRAGOMIR *, Capt. Marian - Valentin BÎNĂ **,
More informationThe Role of Brand Orientation, Market Orientation on Strengthening Internal Brand Equity: Evidences from Banking Sector of Pakistan
The Role of Brand Orientation, Market Orientation on Strengthening Internal Brand Equity: Evidences from Banking Sector of Pakistan Doi:10.5901/mjss.2014.v5n17p83 Abstract Naveed Ahmad D. G. Khan Faculty
More informationAdapting the European tourism indicators system to Braşov tourist destination
Bulletin of the Transilvania University of Braşov Series V: Economic Sciences Vol. 8 (57) No. 2-2015 Adapting the European tourism indicators system to Braşov tourist destination Gabriel BRĂTUCU 1, Ioana
More informationDeveloping a logic model
Developing a logic model A depiction of a program showing what the program will do and what the program is to accomplish A series of if-then relationships that, if implemented as intended, lead to the
More informationCHAPTER 1 INTRODUCTION
CHAPTER 1 INTRODUCTION The Indian food and grocery sector is mostly (95 percent) lies in the unorganized sector of neighborhood Kirana stores (mom and pop). They are very close to the heart of retail customers
More informationTHE ROMANIAN CONSUMER AND ONLINE MARKETING AN EXPLORATORY RESEARCH APPROACH
THE ROMANIAN CONSUMER AND ONLINE MARKETING AN EXPLORATORY RESEARCH APPROACH Pantea Carmen Academia de Studii Economice din Bucure ti, Facultatea de Administrarea Afacerilor cu predare în Limbi Str ine,
More informationThe slightest perception of something negative happening can affect an employee s emotional state.
Employee feedback is the core of personal and professional growth. Feedback can help an employee get better at what they do, and surprisingly employees crave feedback. Most managers don t provide enough
More informationStudying and Analyzing the National Olympic and Paralympics Academy's Service Quality Based on SERVQUAL Model
Abstract Studying and Analyzing the National Olympic and Paralympics Academy's Service Quality Based on SERVQUAL Model Sarah BMehrany (MSc) Candidate, Payam Noor University, Tehran, Iran Abolfazl Farahani
More informationUsing Marketing Research in Education Field
Using Marketing Research in Education Field by Ionel Dumitru The Bucharest University of Economic Studies, Romania ionel.dumitru@mk.ase.ro Abstract. Social marketing as a marketing specialization is a
More informationA STUDY ON QUALITY OF WORK LIFE OF EMPLOYEES IN SALZER ELECTRONIC PRIVATE LIMITED, COIMBATORE
Journal of Management (JOM) Volume 5, Issue 6, November-December 2018, pp. 116 115, Article ID: JOM_05_06_017 Available online at http://www.iaeme.com/jom/issues.asp?jtype=jom&vtype=5&itype=6 ISSN Print:
More informationCHAPTER 3 RESEARCH OBJECTIVES, RESEARCH HYPOTHESIS & RESEARCH METHODOLOGY
CHAPTER 3 RESEARCH OBJECTIVES, RESEARCH HYPOTHESIS & RESEARCH METHODOLOGY 3.1:Research Methodology: - Research Methodology is a systematic and scientific approach for acquiring information on a specific
More information2016 Most Desirable Jobs Survey: U.S. Workers Still Prefer Traditional Employment, August 2016
Executive Summary THE CAREER ADVISORY BOARD 2016 Most Desirable Jobs Survey: U.S. Workers Still Prefer Traditional Employment, August 2016 Jobs wise, the U.S. is in a good place. The economy is strong,
More informationDAFT'S MODEL - MANAGERIAL MODEL SUCCESSFULLY APPLIED IN ECONOMIC ORGANIZATIONS FROM ROMANIA. Alina-Maria FĂRCAŞ1
PROCEEDINGS OF THE 9th INTERNATIONAL MANAGEMENT CONFERENCE "Management and Innovation For Competitive Advantage", November 5th-6th, 2015, BUCHAREST, ROMANIA DAFT'S MODEL - MANAGERIAL MODEL SUCCESSFULLY
More informationWinning Leadership Practices
Winning Leadership Practices A Process for Achieving Sustainable High Performance By: Keith Owen, Ph. D, Robert Culbertson, and Oscar Mink, Ph. D. Somerset Consulting Group Austin, Texas admin@somersetcg.com
More informationThe Relationships among Organizational Climate, Job Satisfaction and Organizational Commitment in the Thai Telecommunication Industry
The Relationships among Organizational Climate, Job Satisfaction and Organizational Commitment in the Thai Telecommunication Industry Sanguansak Bhaesajsanguan Candidate DBA Commercial College, Burapha
More information360 Degree View Of The Customer: Integrating Transactional And Research Data Into Customer Segments
360 Degree View Of The Customer: Integrating Transactional And Research Data Into Customer Segments 360 Degree View of the Customer: Integrating Transactional and Research Data into Customer Segments Background
More informationORGANIZATIONAL BEHAVIOR IN A MACEDONIAN HOTEL BUSINESS
ORGANIZATIONAL BEHAVIOR IN A MACEDONIAN HOTEL BUSINESS Mislim Zendeli State University of Tetovo, Faculty of Economics, Department of Tourism Tetovo, Macedonia E-mail: mislim.zendeli@unite.edu.mk Blagica
More informationIdentifying Strategic Factors of Service Quality in Organized Retail Sector
Identifying Strategic Factors of Service Quality in Organized Retail Sector Dr. R. R. Chavan School of Management Studies North Maharashtra University, Jalgaon Prof. Anil Dongre School of Management Studies
More informationThe Importance of Price in Marketing Acceptance in the Services Sector in General, and in Air Transport Services in Particular
The Importance of Price in Marketing Acceptance in the Services Sector in General, and in Air Transport Services in Particular Bogdan GEORGESCU Bucharest University of Economic Studies georgescubogdanmk@gmail.com
More informationTHESIS SUMMARY The study entitled "Impact of Organizational Culture upon Employees and Employer's Behaviour" looks into the effect of organisational c
& CONCLUSION THESIS SUMMARY The study entitled "Impact of Organizational Culture upon Employees and Employer's Behaviour" looks into the effect of organisational culture on work values. To analyse the
More informationHENRY FAYOL AND GENERAL MANAGEMENT THEORY
2012 HENRY FAYOL AND GENERAL MANAGEMENT THEORY TABLE OF CONTENTS Introduction... 3 Fayol s Management Theories... 3 Division of Work... 3 Authority and Responsibility... 4 Discipline... 4 Unity of Command...
More informationTEAM WORK IN SA COMPANY - BUILDING AND MOTIVATION
TEAM WORK IN SA COMPANY - BUILDING AND MOTIVATION PhD Student Simona LUPULEAC Gheorghe Asachi Technical University of Iasi, E-mail:anomisw@yahoo.com The purpose /Objectives/ Methodology: To analyze of
More informationPERCEPTION STUDY ON EFFECTIVENESS OF JOB ROTATION AS A STRATEGIC TOOL FOR TALENT MANAGEMENT
PERCEPTION STUDY ON EFFECTIVENESS OF JOB ROTATION AS A STRATEGIC TOOL FOR TALENT MANAGEMENT Swati Rajendra Arekar Abstract The survey was aimed at analyzing the effectiveness of Job rotation as a talent
More informationCORPORATE SOCIAL PERFORMANCE FUTURE TRENDS ON THE ROMANIAN ECONOMY
Бизнес, мениджмънт и маркетинг 381 CORPORATE SOCIAL PERFORMANCE FUTURE TRENDS ON THE ROMANIAN ECONOMY PH. D. Assoc. Prof., Lucreţia Mariana Constantinescu, PH.D. Assoc. Prof. Ioana Panagoret, Valahia University
More informationSports Apparel Market in Japan: Key Research Findings 2014
Yano Research Institute RESEARCH SUMMARY December 18, 2014 2-46-2 Honcho, Nakano-ku, Tokyo 164-8620, Japan Sports Apparel Market in Japan: Key Research Findings 2014 Research Outline Yano Research Institute
More informationIncentive Travel is Good for Business
White Paper Incentive Travel is Good for Business Travel is a powerful motivator. It has emerged as the reward-of-choice for sales incentive programs because it inspires results for this critical revenue
More informationPositioning Continuing Education Computer Programs for the Corporate Market. Ceil Tilney
Positioning Continuing Education Computer Programs for the Corporate Market Ceil Tilney In the summer of 1992, Bellevue Community College s (BCC) Continuing Education division retained me to help position
More informationTwelve Habits of Highly Collaborative Organizations
less conflict, lower stress, an improved competitive advantage, a higher level of performance, and a healthier bottom line. Twelve Habits of Highly Collaborative Organizations 1. Lead by example. In highly
More informationCreating a High- Performance Team
Assessment Creating a High- Performance Team Complete this book, and you ll know how to: 1) Diagnose the stage of your team s development and use that information to guide your leadership strategy to bring
More informationThe Effects of Talent Management on Employees Performance in Oil Jam Petrochemical Complex (Oil JPC): The Mediating Role of Job Satisfaction
International Journal of Economics and Finance; Vol. 8, No. 6; 2016 ISSN 1916-971X E-ISSN 1916-9728 Published by Canadian Center of Science and Education The Effects of Talent Management on Employees Performance
More informationAnalysing the Impact of Service Quality on Business Competitiveness
Analysing the Impact of Service Quality on Business Competitiveness Khathutshelo Mushavhanamadi and Oratile Neo Ratlhagane Department of Quality and Operations Management, Faculty of Engineering and the
More informationIntroducing Best Companies People Manager s Conversation Guide
Introducing Best Companies People Manager s Conversation Guide 2 University of Salford Introducing Best Companies People Manager s Conversation Guide Welcome Introducing Best Companies Conversation Guide
More informationFrom Mission Statement to Business Process The business analyst s role in corporate objectives
From Mission Statement to Business Process The business analyst s role in corporate objectives Jan Kusiak, Training Services Manager IRM Training Pty Ltd ACN 007 219 589 Suite 209, 620 St Kilda Rd, Melbourne,
More informationManagement Science Letters
Management Science Letters 2 (2012) 2435 2440 Contents lists available at GrowingScience Management Science Letters homepage: www.growingscience.com/msl An empirical study on performance management: A
More informationThe Perception of the Internal Managerial Control System the Case of the Romanian Public Entities
The Perception of the Internal Managerial Control System the Case of the Romanian Public Entities State Violeta Tănase Loredana Cristina Valahia University of Targoviste viostate@yahoo.com loredanatanase80@yahoo.com
More informationPHD THESYS. - summary-
Investeste in oameni! FONDUL SOCIAL EUROPEAN POS DRU 2007-2013 - Axa prioritară 1: Educaţia şi formarea profesională în sprijinul creşterii economice şi dezvoltării societăţii bazate pe cunoaştere Domeniul
More informationService Innovation Adoption and Service Effectiveness as Consequences of Internal Marketing: A Comprehensive Model
Service Innovation Adoption and Service Effectiveness as Consequences of Internal Marketing: A Comprehensive Model ABSTRACT HsiuJu Rebecca Yen College of Management, Yuan Ze University, hjyen@saturn.yzu.edu.tw
More informationCREATING CONSTRUCTIVE WORK ENVIRONMENT TO IMPROVE QUALITY OF WORK LIFE OF COIMBATORE-BASED IT PROFESSIONALS
CREATING CONSTRUCTIVE WORK ENVIRONMENT TO IMPROVE QUALITY OF WORK LIFE OF COIMBATORE-BASED IT PROFESSIONALS K.Gunasundari 1 and M.Muthumani 2 1 Assistant Professor, Karpagam Institute of Technology, Tamilnadu
More informationThe Value of Employee Engagement. A Guide to Discovering the Business Impact of High-Engagement Employees
A Guide to Discovering the Business Impact of High-Engagement Employees Introduction Today s business leaders are faced with many challenges brought on by recent economic, technological, demographic, and
More informationStrategic and Operational Control
Strategic and Operational Control Business Policy Please note that these slides are not intended as a substitute to reading the recommended text for this course. 0 Objectives Define strategic capability
More informationnew release VA L U E! Includes the MBA Each book contains an access code to use at Inventory appreciationatwork.com
new release August August 2011 $ 2 0 VA L U E!! E U L VA 0 2 $ A Includes the MBA Inventory Each book contains an access code to use at appreciationatwork.com Are you and your coworkers orke speaking g
More informationGCSE GEOGRAPHY YR 11 KNOWLEDGE BOOK FIELDWORK
GCSE GEOGRAPHY YR 11 KNOWLEDGE BOOK FIELDWORK HUMAN STUDY Page 1 HUMAN STUDY: TOURISM HAS IMPORTANT ECONOMIC IMPACTS AT SHERINGHAM The information here is what students MUST know. If you hope to get a
More informationINTERNAL MARKETING: USING MARKETING-LIKE APPROACHES TO BUILD BUSINESS COMPETENCIES AND IMPROVE PERFORMANCE IN LARGE MALAYSIAN CORPORATIONS
Asian Academy of Management Journal, Vol. 7, No. 2, 27 53, July 2002 INTERNAL MARKETING: USING MARKETING-LIKE APPROACHES TO BUILD BUSINESS COMPETENCIES AND IMPROVE PERFORMANCE IN LARGE MALAYSIAN CORPORATIONS
More informationA STUDY OF THE MEDIATING ROLE OF PERCEIVED QUALITY IN IMPACT OF INTERNAL MARKETING STRATEGY ON BRAND EQUITY
International Journal of Economics, Commerce and Management United Kingdom Vol. IV, Issue 1, January 2016 http://ijecm.co.uk/ ISSN 2348 0386 A STUDY OF THE MEDIATING ROLE OF PERCEIVED QUALITY IN IMPACT
More informationLeader-Member Exchange and Organizational Citizenship Behavior: A Survey in Iran's Food Industry
Pacific Business Review International Volume 5 Issue 5 (November 2012) 13 Leader-Member Exchange and Organizational Citizenship Behavior: A Survey in Iran's Food Industry DR. ABBAS ALI RASTGAR*, NINA POUREBRAHIMI**,
More informationIntroduction to Implementing the Results Oriented Management & Accountability (ROMA) Framework
Introduction to Implementing the Results Oriented Management & Accountability (ROMA) Framework Board Training Facilitation Guide ROMA Principles & Practices for Community Action Agency Boards Created through
More informationKey Account Management
By David H. Maister A revised version of this article appeared later as chapter 19 in The Trusted Advisor, Free Press, 2000, by Maister, Green and Galford. To help professional firms design and implement
More informationUsing Human Resource Management and Knowledge Management to Drive Competitive Advantage
Using Human Resource Management and Knowledge Management to Drive Competitive Advantage A Requisite Complementary Relationship to Drive Competitive Advantage for Organizations Abdoul K. Conde Student,
More informationThe Analysis of Colleges and Universities Compensation System Reform Based on the Total Compensation Theory Bin DENG
2016 International Conference on Modern Economic Development and Environment Protection (ICMED 2016) ISBN: 978-1-60595-355-7 The Analysis of Colleges and Universities Compensation System Reform Based on
More informationTHE RELATIONSHIP BETWEEN ORGANIZATIONAL CULTURE AND FIRM PERFORMANCE -A CROSS-CULTURAL STUDY AMONG TURKEY, RUSSIA, AND ROMANIA
THE RELATIONSHIP BETWEEN ORGANIZATIONAL CULTURE AND FIRM PERFORMANCE -A CROSS-CULTURAL STUDY AMONG TURKEY, RUSSIA, AND ROMANIA Funda Özer Yeditepe Üniversitesi E-posta: funda.ozer@yeditepe.edu.tr Abstract
More informationIntroduction to e-commerce website optimization
Introduction to e-commerce website optimization 01 You re reading this because you run, own or have some responsibility for an e-commerce site. You want your website and mobile site to work harder, please
More informationCustomer Segmentation: The Concepts of Trust, Commitment and Relationships
Abstract Research Journal of Management Sciences ISSN 2319 1171 Customer Segmentation: The Concepts of Trust, Commitment and Relationships Eze Jude O. 1 and Ugwuanyi Uche B. 2 1 Department of Marketing,
More informationPerspectives. What makes remuneration committees effective?
Perspectives What makes remuneration committees effective? 2 What makes Remuneration Committees effective? What makes remuneration committees effective? Vince Cable has been direct in his views about the
More informationOF BUSINESS RESEARCHTM
IJBR, Volume 10, Number 1, 2010 ISSN: 1555-1296 Special Edition: Business Environment in Southeast Asia INTERNATIONAL JOURNAL OF BUSINESS RESEARCHTM Our University Sponsors Jesse Tex~s htto./iwww.tsu.edu
More informationBranding in the age of social media: how entrepreneurs use social networks to boost their service-based businesses
DOI 10.1515/cplbu-2017-0011 8 th Balkan Region Conference on Engineering and Business Education and 10 th International Conference on Engineering and Business Education Sibiu, Romania, October, 2017 Branding
More informationThe importance of Balanced Scorecard in business operations
The importance of Balanced Scorecard in business operations Maida Djakovac Novi Pazar, Serbia maidadj86@yahoo.com Abstract The aim of this paper is that to explore the role and importance of applying strategic
More informationTHE APPLICATION OF THE TOTAL PERFORMANCE SCORECARD (TPS) PROCESS IN THE SALES MANAGEMENT
THE APPLICATION OF THE TOTAL PERFORMANCE SCORECARD (TPS) PROCESS IN THE SALES MANAGEMENT Brutu M d lina University of Pite ti, Faculty of Economic Scienes, Pite ti, Aleea Lacului, Str. Argedava, Nr. 3,
More informationDeterminants in Internal Customer Satisfaction- an Empirical study. Byju K.P.M
Determinants in Internal Customer Satisfaction- an Empirical study Byju K.P.M Ph. D. Scholar, Department of International Business, School of Management, Pondicherry University Abstract Any modern economy
More informationACADEMIA DE STUDII ECONOMICE DIN BUCUREȘTI DOMENIUL DE STUDII UNIVERSITARE DE DOCTORAT: MARKETING HABILITATION THESIS
ACADEMIA DE STUDII ECONOMICE DIN BUCUREȘTI DOMENIUL DE STUDII UNIVERSITARE DE DOCTORAT: MARKETING HABILITATION THESIS Increasing the performance of the service organization by assessing the efficiency
More informationLEADERSHIP WHAT IS A LEADER? CHAPTER 12 THE MANAGER AS A LEADER
CHAPTER 12 THE MANAGER AS A LEADER ANYONE CAN STEER THE SHIP, BUT IT TAKES A LEADER TO CHART THE COURSE LEADERSHIP WHAT IS A LEADER? Manager who earns the respect and cooperation of employees to effectively
More informationExamining the Impact of Internal Marketing on Organizational Citizenship Behavior
Examining the Impact of Internal Marketing on Organizational Citizenship Behavior Mehdi Abzari Professor of Management, Department of Management, Isfahan University, Iran E-mail: mabzari@yahoo.com Tohid
More informationA RELIABILITY TEST USED FOR THE DEVELOPMENT OF A LOYALTY SCALE
Florin-Alexandru LUCA "Gheorghe Asachi" Technical University of Iasi, Romania CMTM Economics and Marketing Department Claudia Ioana CIOBANU "Gheorghe Asachi" Technical University of Iasi, Romania CMTM
More informationFormulation of human resource strategy using theory of strategic reference points
2017; 4(2): 89-93 P-ISSN: 2394-1685 E-ISSN: 2394-1693 Impact Factor (ISRA): 5.38 IJPESH 2017; 4(2): 89-93 2017 IJPESH www.kheljournal.com Received: 16-01-2017 Accepted: 17-02-2017 Zahra Sadat Mirzazadeh
More informationPerformance measurement models: an analysis for measuring innovation processes performance
Available online at www.sciencedirect.com ScienceDirect Procedia - Social and Behavioral Scienc es 124 ( 2014 ) 397 404 SIM 2013 Performance measurement models: an analysis for measuring innovation processes
More informationOperational Improvements Nike Inc.
Operational Improvements Nike Inc. Kevin Conrad, CEO Nike Inc. Contemporary Organizational Management November 6 th, 2009 As the new CEO of Nike Inc. it is my duty to research and determine what necessary
More informationCustomer Satisfaction Analysis Part of the Effectiveness Control of Customer Loyalty Management
Customer Satisfaction Analysis Part of the Effectiveness Control of Customer Loyalty Management Abstract Luigi Dumitrescu Ph. D. Professor, Lucian Blaga University of Sibiu, Sibiu, Romania Email: dumitresculuigi@yahoo.com
More informationOPQ Profile OPQ. Universal Competency Report. Name Mr Sample Candidate. Date September 20,
OPQ Profile OPQ Universal Competency Report Name Mr Sample Candidate Date September 20, 2013 www.ceb.shl.com INTRODUCTION This report is intended for use by managers and HR professionals. It summarizes
More informationStructuring Innovation for Success
01 Structuring Innovation for Success The Innovation Identity Series Like people, every company has its own personality. The Innovation identity series uncovers what drives organizations and how decisions
More informationHOW TO DEVELOP A STRONG PROJECT DESIGN. User Guide #9
HOW TO DEVELOP A STRONG PROJECT DESIGN User Guide #9 1 This User Guide is intended to help applicants develop a strong project design as applicants prepare AmplifyChange grant applications. Readers are
More informationThe Balanced Scorecard: Translating Strategy into Results
The Balanced Scorecard: Translating Strategy into Results By Becky Roberts, President, Catoctin Consulting, LLC (540) 882 3593, broberts@catoctin.com Abstract The balanced scorecard provides managers and
More informationLeadership CHAPTER SIXTEEN INTRODUCTION DETAILED LECTURE OUTLINE
CHAPTER SIXTEEN Leadership INTRODUCTION I must follow the people. Am I not their leader? Benjamin Disraeli. The current chapter discusses leadership, a topic as complex as this quotation indicates. Indeed,
More informationBUILDING A CULTURE OF ENGAGEMENT: THE IMPORTANCE OF SENIOR LEADERSHIP
BUILDING A CULTURE OF ENGAGEMENT: THE IMPORTANCE OF SENIOR LEADERSHIP Dale Carnegie Training White Paper Copyright 2012 Dale Carnegie & Associates, Inc. All rights reserved. Senior_leadership_121412_wp
More informationMinding the Cultural Gaps between Different Countries - A Real Challenge for the International Managers
Minding the Cultural Gaps between Different Countries - A Real Challenge for the International Managers Alexandru CĂPĂŢÎNĂ 1 George SCHIN Abstract The managers that intend to develop their businesses at
More informationDEPARTMENT OF APPLIED TECHNOLOGY Sports and Entertainment Marketing 1 Curriculum Map Created by Mark Drummond
Course Description: This course offers students a view of the basic functions of marketing and how they apply to the exciting world of sports and entertainment. The need and value of cooperative marketing
More informationO.C. Tanner Institute RECOGNITION IN THE MODERN WORKPLACE
O.C. Tanner Institute RECOGNITION IN THE MODERN WORKPLACE Most Human Resources professionals know that recognition and appreciation are an essential part of creating a great culture. But how are companies
More informationHow Relationship Marketing contributes to gaining customer loyalty to securities brokerage firms in The Stock Exchange of Thailand (SET)?
How Relationship Marketing contributes to gaining customer loyalty to securities brokerage firms in The Stock Exchange of Thailand (SET)? Kanate Wangpaichitr, DBA Newcastle Business School Northumbria
More informationTHE IMPORTANCE OF CREATING CUSTOMER RELATIONSHIPS IN THE SERVICE ENCOUNTER
THE IMPORTANCE OF CREATING CUSTOMER RELATIONSHIPS IN THE SERVICE ENCOUNTER Phd. Andreea Laura Căruntu Marketing Faculty,Bucharest Universityof Economic Studies 1Decembrie 1918 210244,Targu Jiu, Gorj, Romania
More informationNDARDIZATION OF PRODUCTS AND CONSUMER SATISFACTION IN INDIA [WITH SPECIAL REFERENCE TO FMCG'S]
NDARDIZATION OF PRODUCTS AND CONSUMER SATISFACTION IN INDIA [WITH SPECIAL REFERENCE TO FMCG'S] DR. NEETU SHARMA ASST. PROF. COMMERCE AND MANAGEMENT DEPARTMENT OF COMMERCE CAREER COLLEGE, BARKATULLAH UNIVERSITY
More informationJournal of Exclusive Management Science January Vol 5 Issue 1 - ISSN
Abstract E-Banking Services and Customer Satisfaction in Dindugal District - An Empirical Study * M. Raj Mohan ** Dr. S. Franklin John * Research Scholar in Management, Himalayan University, Itanagar -
More informationUsing Rewards to Drive Employee Participation in Corporate Wellness Programs
Using Rewards to Drive Employee Participation in Corporate Wellness Programs Entertainment Corporate Marketing Solutions White Paper INTRODUCTION In the face of constantly rising health care costs, many
More informationgetabstract compressed knowledge Motivating Employees by Anne Bruce and James S. Pepitone 1999 McGraw-Hill 160 pages
Motivating Employees by Anne Bruce and James S. Pepitone 1999 McGraw-Hill 160 pages Focus Leadership Strategy Sales & Marketing Corporate Finance Human Resources Technology Production & Logistics Small
More informationTHE IMPROVEMENT PROCESS OF THE ROMANIAN EDUCATIONAL ACCOUNTING SYSTEM TOWARD A GLOBAL ECONOMIC ENVIRONMENT A SHORT DESCRIPTION OF A RESEARCH PROJECT
THE IMPROVEMENT PROCESS OF THE ROMANIAN EDUCATIONAL ACCOUNTING SYSTEM TOWARD A GLOBAL ECONOMIC ENVIRONMENT A SHORT DESCRIPTION OF A RESEARCH PROJECT Mutiu Alexandra Ileana Napoca, alexandra.mutiu@econ.ubbcluj.ro,
More informationCHAPTER 12 THE MANAGER AS A LEADER
CHAPTER 12 pp smartboard.notebook CHAPTER 12 THE MANAGER AS A LEADER ANYONE CAN STEER THE SHIP, BUT IT TAKES A LEADER TO CHART THE COURSE 1 WHAT IS A LEADER? Manager who earns the respect and cooperation
More informationThe Total Value of Ownership of Spend Management Systems
The Total Value of Ownership of Spend Management Systems IVALUA Tendances Achats n 1 "Total Value of Ownership des SI Achats" April 2013 Your Spend Solution TM Trending in Procurement Early 2013, Ivalua
More informationChapter 5 RESEARCH METHODOLOGY
Chapter 5 RESEARCH METHODOLOGY 5.1 Statement of Research Problem 122 5.2 Objectives 122 5.3 Hypothesis 123 5.3.1 Main Hypothesis 123 5.3.2 Specific Hypothesis 123 5.4 Methodology 124 5.4.1 Questionnaire
More information