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Article
Publication date: 5 November 2020

Pallavi R. Kamath, Yogesh P. Pai and Nandan K.P. Prabhu

This study aims to explore whether frontline employees' service recovery performance as well as customers' recovery satisfaction (RS) act as mediating mechanisms that…

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Abstract

Purpose

This study aims to explore whether frontline employees' service recovery performance as well as customers' recovery satisfaction (RS) act as mediating mechanisms that simultaneously transmit the positive influence of an integrated service recovery system (SRS) on customers' service loyalty (SL).

Design/methodology/approach

A total of 134 useable retail banking branch cases (including responses from 134 branch heads, 439 frontline employees and 941 customers) were used to test our model using the partial least squares structural equation modeling (PLS-SEM) approach.

Findings

Service recovery system, measured as a higher-order multidimensional construct, has a strong and positive influence on customers' SL. Besides, service recovery performance partially mediates, along with RS, the relationship between SRS and SL. Finally, customers' recovery satisfaction has the strongest influence on service loyalty.

Practical implications

This study strongly suggests that practitioners not only focus on implementing an effective SRS but also on leveraging service recovery performance and RS to build sustained customers' loyalty. Practitioners must provide more attention to training their frontline employees, reward and recognize employees and continually evaluate their employees' recovery efforts.

Originality/value

The role of frontline employees' service recovery performance and customers' RS as mediating mechanisms in transmitting the positive effect of SRS on customers' SL is investigated using the combined perspectives of social-technical system theory and interdependence theory.

Details

Journal of Service Theory and Practice, vol. 30 no. 6
Type: Research Article
ISSN: 2055-6225

Keywords

Article
Publication date: 8 October 2019

Pallavi R. Kamath, Yogesh P. Pai and Nandan K.P. Prabhu

The purpose of this paper is to advance research on the relationship between customer experience and customer loyalty by exploring the serially mediating roles of brand equity and…

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Abstract

Purpose

The purpose of this paper is to advance research on the relationship between customer experience and customer loyalty by exploring the serially mediating roles of brand equity and customer satisfaction and the moderating roles of age, gender, education and family income in the retail banking industry.

Design/methodology/approach

A total of 500 responses of retail banking customers were used to test the model using the partial least squares structural equation modeling approach. Advanced statistical techniques, such as importance-performance map analysis and a joint application of FIMIX-PLS and PLS-POS, were used to gain new insights.

Findings

The study highlighted that the relationship between customer experience and loyalty is serially mediated by brand equity and customer satisfaction. Age, gender and education were found to be significant moderators in the customer experience–loyalty relationship. Age and gender were found to be significant moderators in the brand equity–loyalty relationship.

Practical implications

The study strongly suggests that practitioners not only focus on delivering exceptional customer experiences but also on providing leverage brand equity and satisfaction to build customer loyalty. Practitioners should focus on training their front-line employees to improve the quality of their behavior and relations with customers and thereby build customer loyalty.

Originality/value

To the authors’ knowledge, this is the first study to explore the mediating role of several variables sequentially and the moderating role of customer demographics in the customer experience–customer loyalty relationship.

Details

International Journal of Bank Marketing, vol. 38 no. 2
Type: Research Article
ISSN: 0265-2323

Keywords

Article
Publication date: 1 September 2020

Hasirumane Venkatesh Mukesh, Nandana Prabhu, Navin Kumar Koodamara, Suman Chakraborty and Pallavi Kamath

The central purpose of this study is to investigate the relative effects of leadership styles, i.e. transactional leadership and transformational leadership, and achievement…

Abstract

Purpose

The central purpose of this study is to investigate the relative effects of leadership styles, i.e. transactional leadership and transformational leadership, and achievement motivation on the entrepreneurial potential of MBA and engineering students. This study also examines whether the MBA and engineering students differ in terms of their entrepreneurial potential.

Design/methodology/approach

This study has used a cross-sectional research design along with a quasi-experimental research method to investigate the study's objectives on a sample consisting of 952 engineering and business students. The study has also used the PLS-SEM approach to carry out the data analysis, and to evaluate the group differences among MBA and engineering students concerning the relationships investigated, i.e. leadership motivation-entrepreneurial potential, and achievement motivation-entrepreneurial potential.

Findings

This research has primarily made four findings. First, the study has found that there are statistically significant differences between students pursuing a business education, and those students who are seeking management education about their entrepreneurial potential. Second, this study demonstrates that leadership and achievement motivation are strongly associated with entrepreneurial potential. Third, this research shows that the achievement motivation-entrepreneurial potential is more substantial among engineering students than among business students. However, the leadership-entrepreneurial potential relationship is more influential among MBA students than among engineering students. Lastly, the effect size of leadership is small in comparison with the effect size of achievement motivation, which is substantially healthy.

Originality/value

This research has attempted to address the riddle of a leadership attribution error in the context of entrepreneurship. Accordingly, this study has demonstrated that the idea of leadership attribution error has empirical evidence in the context of entrepreneurship also. Further, this study has tried to address the “behavior-motive preeminence” dichotomy. The results of this research show that internal motivation is more reliable than external leadership behavior in cultivating the entrepreneurial potential of students.

Details

Journal of Applied Research in Higher Education, vol. 13 no. 3
Type: Research Article
ISSN: 2050-7003

Keywords

Book part
Publication date: 10 February 2023

Meet Bhatt and Priyanka Shah

Introduction: Many organisations nowadays use artificial intelligence (AI) in human resource (HR) activities like talent acquisition, onboarding of new employees, learning and…

Abstract

Introduction: Many organisations nowadays use artificial intelligence (AI) in human resource (HR) activities like talent acquisition, onboarding of new employees, learning and development, succession planning, retention of employees, and automation of administrative tasks. When AI is integrated with HR practices, it helps HR personnel to focus more on the strategic aspects of the HR function and relieve them from routine HR activities.

Purpose: The readiness of employees to accept any change depends on organisational facilitation to change, employee willingness to accept the change, the requirement for change, situational factors, etc. This research studies the factors influencing employees’ change readiness towards acceptance of AI in HR practices. The researchers also strive to develop a conceptual technology adoption model for AI in HR practices by studying the earlier models. Finally, the research explores the acceptance of AI by various service sector employees and identifies whether there is any difference in their acceptance of AI based on demographic variables.

Methodology: A conceptual framework was derived using a combination of previous models, including the Technology Readiness Index (TRI), Change Readiness Scale, Technology Acceptance Model (TAM), Technology, Organization, and Environment (TOE) model, and change readiness scale. A structured questionnaire was designed and distributed to 228 respondents from the service sector based on the conceptual framework. An exploratory factor analysis (EFA) was used to determine the elements that influence employees’ level of change readiness.

Findings: The exploratory results on data collected from 228 respondents show that the model can be used for further research if a confirmatory factor analysis and validity and reliability test are performed. Employees are aware of AI and how it is used in HR practices, based on the study results. Moreover, while most respondents favour using AI in their company’s HR practices, they are wary of some aspects of AI.

Details

The Adoption and Effect of Artificial Intelligence on Human Resources Management, Part B
Type: Book
ISBN: 978-1-80455-662-7

Keywords

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