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This study aims to identify the factors that influence customer satisfaction in the banking sector from the perspective of employee characteristics. More specifically, this study identifies the impact of employee etiquettes, employee performance, technical selling skills and customer-oriented behavior on customer satisfaction in the banking industry. The study also seeks to investigate the mediating effect of employee etiquettes, employee performance and technical selling skills on the relationship between customer satisfaction and customer-oriented behavior.

The data were collected with the help of a Likert scale questionnaire from the active banking customers in Karachi, Pakistan, who visit bank branches once a month minimum. For 268 responses, partial least square-structural equation modeling (PLS-SEM) technique was employed for hypothesis testing.

The results showed a positive and significant relationship between customer-oriented behavior and employee etiquettes, technical selling skills and performance. The employee’s customer-oriented behavior, etiquettes, technical selling skills and performance were also found to be significantly related with customer satisfaction. Finally, the results revealed that technical selling skills, employee performance and employee etiquettes partially mediate the relationship between customer-oriented behavior and customer satisfaction.

It is recommended that banking employees should adopt customer-oriented behavior in order to achieve and maintain customer satisfaction. The bank managers should also work on improving the etiquettes and performance of the employees and provide them detailed technical knowledge of the services and products offered by the bank.

Arguably, it is one of the first studies to examine the mediating effects of employees' technical selling skills and employees' performance on the relationship between customer orientation and customer satisfaction, specifically in the banking industry.

The effective and successful transition of employees to an open work environment requires the facility manager to employ many skills. One skill, communication, is critical in order to engage employees’ support and enthusiasm for change. Utilising a process to lead change and a communication strategy to engage the responses of employees to the move will help support the facility manager’s success. This paper presents models for a change process and engages employees’ responses to change that was successfully applied to manage a move for a regional office of a corporation. Also presented are four practical tools to help the facility manager focus a communication strategy in support of a successful move to an open work environment.

Examines three important issues related to the ISO 9000 registration experiences of American, German and Japanese firms operating in the United States. The three issues are reasons for seeking registration, cost and effort to register and operational requirements for achieving registration. The case study method was used for this project. Indicates competitive pressures as the most common reason for seeking registration. Shows significant variation in costs and levels of effort needed to achieve registration, though none of the firms invested more than 1 per cent of their total available work hours. Suggests no commonality in operational strategy when pursuing registration.

Financial service workers’ etiquette and creativity have been less mentioned in the research on bank marketing. The purpose of this paper is to examine the mediating effects of financial service workers’ etiquette and creativity on the relationship between customer orientation and customer satisfaction.

Data are collected from 336 insurance customers in Taiwan, and partial least squares analysis is used to test the hypotheses.

The findings show that financial service workers’ customer orientation (perceived by customers) is positively related to the customers’ perception of financial service workers’ etiquette and creativity. Moreover, it is found that the financial service workers’ etiquette and creativity partially mediate the relationship between customer orientation and customer satisfaction.

This is the first study to highlight the roles that financial service workers’ etiquette and creativity play in the relationship between customer orientation and customer satisfaction.

The new management paradigm states that managing people is about managing feelings. For many people, change is a very personal and emotional issue, and can be difficult, especially when it involves their work environment. Employee resistance can pose significant obstacles to the planning and development of an office space relocation, particularly for projects that attempt to change the way in which people work. The relocation of employees is expensive, in terms of both operational costs and investments. This paper deals with both the psychological as well as the economic impacts of introducing a change. It is intended to equip facility managers who are delivering projects to understand not only the change process, but also more importantly, to discern why employees resist change and provide them with a multifaceted approach to facilitating the change process. One key element for managing the resistance to change is the use of effective, ongoing and varied communication vehicles. This paper includes an inventory of recommended communication tools that have proved to be both effective and successful. It will share experiences through ‘lessons learned’, that will demonstrate how ‘skipping steps’ in the process can jeopardise the success of the project. It is hoped to establish that time and resources expended towards the management of the resistance to change equate to time and effort well spent and can make the difference between success and failure.

There has been an increase in the number of highly qualified management graduates specialized in finance from various esteemed universities in India, thus increasing the competition for finance job roles in the country. This, therefore, brings in the need for the employees or the prospective candidates to mold their soft skills so as to make them desirable by the companies and hence employable. The purpose of this paper is to provide a list of skills required by management graduates to become employable for finance job roles from the perspective of corporate executives. This list will enable prospective candidates to prepare themselves for a career in the field of finance.

The research was carried out through the collection of data from 117 finance professionals with a minimum work experience of 5 years with the help of structured questionnaires. This was then analyzed through factor analysis and the list of 15 factors was obtained.

A list of 15 essential factors was obtained through the analysis of the data. The essential skills included empathetic and judicious behavior, professional etiquette and employee well-being, ethical behavior, conflict management, change analysis and prediction; practicality and organizational presence of mind; social and moral presence of mind; self-confidence and effective written communication; effective interpersonal communication and employee value systems; responsibility and self-awareness; problem diagnosis and problem-solving; real-time work and activity experience; professional development and advancement; technology rationalization and effective information generation. The findings also included that a candidate should be able to effectively present crucial information and should possess practical advisory skills.

The study will be highly beneficial for management graduates who have specialized in finance to secure finance job roles in India. This paper will enable the students to prepare themselves in the essential soft skills required for these job roles apart from technical knowledge and hard skills.

This paper aims to investigate the continuing experience of the employer and employees in terms of work–life balance (WLB) and productivity from the employees engaged in knowledge work working from home. Based on the findings, this study expands the key performance indicators (KPIs) of remote work and future policy decision including reorienting training practices that can be implemented to manage the workforce in a hybrid model.

Focus group interviews with the corporate executives and human resources (HR) managers of information technology (IT) sectors were conducted to pool critical success and challenging variables in various phases as in the initial and matured phase of work from home (WFH) followed by administering a structured questionnaire to identify employee perceptions toward work from office, home and hybrid mode among knowledge work employees.

WLB and lower stress were the highlights of WFH, and women employees benefit from flexibility of work as the major highlighted success factor. But there were challenges ahead; teams have become more siloed with issues of ineffective communication resulting in team coherence issues, increased health risks and also can result in attrition. Productivity increased throughout, but in the extended phase of WFH, it has affected the WLB of a major portion of technology-driven employees in terms of health risks, burnout and job attrition.

Only the current employees working at IT companies in Kerala were surveyed, and this limited scope may not be consistent with other types of industries. The companies can approach the next phase of work by embracing the positives and learning from the challenges of WFH. The employers need to identify what exactly the employees feel through their interpersonal relationship through connect and trust.

A model with listed KPIs which will address the strategy enhancement for the future of work to uphold the success of work from anywhere at any time is suggested guaranteeing the best talent and productivity to progress forward. To foster the positive experience of WFH and hybrid mode of work, human resources (HR) interventions by reorienting effective training among employees are investigated and suggested as best practices to manage WLB and drive in flexibility to bring out the productivity potential among employees.

Coworking spaces can be arranged for those employees who have space and location issues and also taking into consideration, the nature of work. Out of five to six working days, three days of work can be from office desk based on employee preference as quality of deliverables and performance seem to be the established striking factor of traditional mode of work.

A model with listed KPIs and investigating the role of training which will address the strategy enhancement for the future of work to uphold the success of work from anywhere at any time is recommended guaranteeing the best talent and productivity to progress forward.

This study aims to examine the impacts of restaurant servers’ actions on the customers’ emotional contagion and the impacts of customers’ emotional contagion on their intention to tip and the likelihood of tipping. This study also explores social compliance and examines its impacts on customers’ intentions to tip and the likelihood of tipping.

Taking a restaurant in Taiwan as an example, this study uses questionnaires to investigate five constructs of the research framework, which are restaurant servers’ actions, restaurant customers’ susceptibility to emotional contagion, customers’ intention to tip, customers’ likelihood of tipping and customers’ social compliance. The questionnaires were distributed online using Surveycake website. A total of 310 completed questionnaires were collected.

The results indicate the following: restaurant servers’ actions positively affect customers’ susceptibility to emotional contagion; customers’ emotional contagion positively affects their intention to tip and likelihood of tipping; customers’ social compliance positively affects their intentions to tip and the likelihood of tipping; and customers’ emotional contagion partially mediates the effects of restaurant servers’ actions on customers’ intention to tip and likelihood of tipping.

The hypothesis test results in this article not only successfully integrate or confirm the research findings of past scholars, but also expand the scope of research on related topics. Furthermore, the research findings of this study provide restaurant practitioners with rich marketing implications.

微笑可换来小费吗？餐厅服务员行为会影响顾客的情绪感染和小费行为吗？

摘要

本研究旨在检验餐厅服务员行为对顾客情绪感染的影响, 以及顾客情绪感染对他们给小费意愿和可能性的影响。本研究还探讨了社会合规性, 并检查了其对顾客给小费意愿和给小费可能性的影响。

本研究以台湾一家餐厅为例, 使用问卷调查研究框架的五个结构, 即餐厅服务员行为、餐厅顾客情绪感染、顾客给小费意愿、顾客给小费可能性以及顾客的社会责任。本研究使用了Surveycake线上问卷调查网站, 在线上分发问卷, 并共收集到 310 份已完整问卷。

本研究结果表示：（1）餐厅服务员的行为正向影响顾客情绪感染, （2）顾客的情绪感染正向影响他们给小费的意愿和可能性, （3）顾客的社会责任正向影响他们给小费的意愿和可能性, 以及（4）顾客的情绪感染部分中介了餐厅服务员行为对顾客给小费意愿和小费可能性的影响。

本文的假设检验结果不仅成功地整合或证实了以往学者的研究成果, 而且扩大了相关课题的研究范围。此外, 本研究的研究结果为餐厅从业者提供了丰富的营销意义。

¿Sonriendo por propinas? ¿Afectarán las acciones de los camareros al contagio emocional y a las propinas de los clientes?

Este estudio tiene como objetivo examinar cómo impactan las acciones de los camareros de restaurantes en el contagio emocional de los clientes, y cómo ese contagio emocional influye en su intención de dejar propina y en la probabilidad de hacerlo. Este estudio también explora el cumplimiento social y examina su impacto en la intención de los clientes de dejar propina y la probabilidad de hacerlo.

Tomando un restaurante en Taiwán como ejemplo, este estudio utiliza cuestionarios para investigar cinco constructos del marco de investigación, que son las acciones de los camareros del restaurante, la susceptibilidad de los clientes del restaurante al contagio emocional, la intención de los clientes de dejar propina, la probabilidad de hacerloy el cumplimiento social de los clientes. Los cuestionarios se distribuyeron online a través de la web Surveycake. Se recogieron un total de 310 cuestionarios completados.

Los resultados indican: (1) las acciones de los camareros del restaurante afectan positivamente a la susceptibilidad de los clientes al contagio emocional, (2) el contagio emocional de los clientes afecta positivamente su intención de dejar propina y la probabilidad de hacerlo, (3) el cumplimiento social de los clientes afecta positivamente su intención de dejar propina y la probabilidad de hacerlo, y (4) el contagio emocional de los clientes media parcialmente los efectos de las acciones de los camareros del restaurante sobre la intención de los clientes de dejar propina y la probabilidad de hacerlo.

Los resultados de la prueba de hipótesis en este artículo no solo integran o confirman con éxito los hallazgos de estudios previos, sino que también amplían el alcance de la investigación sobre temas relacionados. Además, los resultados de este estudio proporcionan a los profesionales de la restauración importantes implicaciones de marketing.

Corporate gift-giving and hospitality are some of the high-risk areas for corruption. This paper aims to see comparisons between the Malaysian Ministerial Guidelines and the UK Guidance and to analyse whether the guideline in Malaysia is adequate in dealing with corporate gift-giving and hospitality.

The methodology used in this paper is qualitative research which is based on data collection through online searches, legal databases, information obtained from articles, books, statutes and related government publications.

The findings show that the statutory guideline in Malaysia is immature, still not adequate, and lacks detailed regulations in determining gifts and hospitality as corruption (unclear boundary), as compared to the UK law which is more detailed.

This paper explains on comparison of corporate gift giving and hospitality practise in Malaysia and the UK based on the statutory guidelines.

This paper seeks to identify various factors affecting knowledge culture in some of the large organizations and suggest realistic strategies for developing knowledge culture.

In‐depth case studies were conducted at six large distributed organizations to investigate and assess knowledge management (KM) practices and associated organizational culture. The core data collection is based on semi‐structured interviews with senior managers who play a significant role in KM programs at their respective organizations. A range of internal documents of these organizations has also provided some important inputs for the empirical analysis.

The study identified ten major factors affecting knowledge culture in organizations. These include leadership, organizational structure, and evangelization, communities of practice, reward systems, time allocation, business processes, recruitment, infrastructure and physical attributes.

Perhaps, the major limitation of this research study is associated with the sample selection. All of the companies participated in this research project, were large‐scale distributed organizations. Therefore, the findings may not be applicable for small and medium‐sized enterprises (SMEs). Furthermore, the derived conclusions would be more assertive if they were tested as hypothetical propositions through a consecutive research survey.

This study provides illustrations and rationale for a diverse range of factors influencing the knowledge culture. Some of the findings deviated from established notions in contemporary KM literature, especially in the issues such as organizational structure, leadership and reward systems. The organizational dimensions explored in this study provide some original thoughts for building sustainable knowledge cultures.

The factors described in this paper are based on the existing KM practices at organizations with well‐established KM programs. These can serve as pragmatic guidelines for KM practitioners in developing knowledge culture.