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Article
Publication date: 25 September 2009

Sooksan Kantabutra and Pisanu Vimolratana

The purpose of this paper is to examine relationships between vision‐based leadership components, and customer and staff satisfaction in Thai and Australian retail stores.

1329

Abstract

Purpose

The purpose of this paper is to examine relationships between vision‐based leadership components, and customer and staff satisfaction in Thai and Australian retail stores.

Design/methodology/approach

Two models are derived from the literature. The first model expressing relationships among vision, store manager passion and staff vision sharing and staff and customer satisfaction is tested in Thai retail stores. The second model expressing relationships among vision attributes, motivation of staff and store manager passion, staff vision guiding and staff and customer satisfaction is tested in Australian retail stores. Regression analyses are adopted.

Findings

Store visions characterize by brevity, clarity, future orientation, stability, challenge, abstractness and ability to inspire and containing references to sales, customer, employee and leadership indirectly predict improved customer satisfaction in Thai retail stores. In Australian retail stores, visions with the same characteristics as well as staff using vision to guide their store operations directly predict improved customer satisfaction. Vision effects on staff satisfaction are negative. Store manager passion for vision and staff vision sharing indirectly predict improvements in both staff and customer satisfaction in Thai retail stores. In Australian retail stores, store manager visions with the seven attributes, motivation of staff, store manager passion for vision and staff using vision as a guide for their store operations directly predict staff satisfaction. Staff satisfaction also indirectly predicts improved customer satisfaction in both Thai and Australian studies.

Practical implications

Thai and Australian store managers should develop a vision characterized by the seven attributes. Thai and Australian store managers should be passionate about their visions, support their visions by actions and act consistently with their visions.

Originality/value

While vision is core to vision‐based leadership theories, little is known about what characterizes an effective vision. Moreover, roles of follower use of vision in improving performance have been little investigated. The present paper contributes to these areas.

Details

Asia-Pacific Journal of Business Administration, vol. 1 no. 2
Type: Research Article
ISSN: 1757-4323

Keywords

Article
Publication date: 14 September 2012

Ismail Hussein Amzat and Datuk Abdul Rahman Idris

The purpose of this paper is to discuss the effect of management and decision‐making styles on the job satisfaction of academic staff in a Malaysian Research University.

4585

Abstract

Purpose

The purpose of this paper is to discuss the effect of management and decision‐making styles on the job satisfaction of academic staff in a Malaysian Research University.

Design/methodology/approach

The sample consisted of 218 respondents. The instruments used in the study were the Teacher Job Satisfaction Questionnaire and the Decision Style Inventory. Structural Equation Modelling (SEM) was used to determine the influence of decision‐making style and management style on the job satisfaction.

Findings

The findings showed that the research university had adopted an analytical decision‐making style. The hygiene factors were the predictors of job satisfaction as perceived by the academic staff at the research university in Malaysia.

Research limitations/implications

This research selected a top Malaysian research university and small samples were selected from the whole population under consideration, thus, the findings can be generalized as similar to other research universities. In addition, the university management determines the decision‐making style, and the job satisfaction of the academic staff is affected by the decision‐making style of the university.

Originality/value

A contribution is made to the literature as the research reinforces the view that the management style and decision‐making style can predict or affect the job satisfaction of the academic staff.

Details

International Journal of Educational Management, vol. 26 no. 7
Type: Research Article
ISSN: 0951-354X

Keywords

Article
Publication date: 28 March 2008

Sooksan Kantabutra

The purpose of this paper is to examine the relationships between vision attributes and content, and customer and staff satisfaction in Thai retail stores, taking into account…

2135

Abstract

Purpose

The purpose of this paper is to examine the relationships between vision attributes and content, and customer and staff satisfaction in Thai retail stores, taking into account vision realization factors of vision communication, organizational alignment, motivation of staff and empowerment of staff.

Design/methodology/approach

Variables of vision attributes and content, vision communication, organizational alignment, motivation of staff and empowerment of staff were derived from the literature. Data were from store managers, staff and customers of 126 apparel stores in Bangkok. These variables were tested for significant relationships through regression analyses.

Findings

Vision attributes is an indirect predictor of improved staff and customer satisfaction. Visions containing images about leadership were positively correlated with customer satisfaction. Motivation of staff is the only direct predictor of enhanced staff satisfaction, while vision, empowerment of staff, organizational alignment, and vision communication are four indirect predictors of improved staff satisfaction. On the other hand, vision, vision communication, empowerment of staff, motivation of staff, and staff satisfaction are five indirect predictors of enhanced customer satisfaction.

Practical implications

Retail store managers should develop a store vision characterized by the vision attributes and containing reference to market leadership. They should communicate their vision, align organizational components with the vision and empower and motivate staff according to the vision.

Originality/value

While vision is core to vision‐based leadership theories, little is known about what characterizes an effective vision. This study explains this unknown.

Details

International Journal of Retail & Distribution Management, vol. 36 no. 4
Type: Research Article
ISSN: 0959-0552

Keywords

Article
Publication date: 9 August 2011

Sooksan Kantabutra and Molraudee Saratun

The purpose of this paper is to investigate vision‐based leadership effects on follower satisfaction in a Thai state enterprise.

1141

Abstract

Purpose

The purpose of this paper is to investigate vision‐based leadership effects on follower satisfaction in a Thai state enterprise.

Design/methodology/approach

Extending previous research, the present study examines relationships between vision realization factors and employee satisfaction. Derived from the literature, these vision realization factors are vision communication, motivation, and empowerment of employees. In total, five directional hypotheses are developed and tested accordingly through a series of regression analyses.

Findings

Findings indicate that vision communication, motivation, and empowerment of employees are directly predictive of enhanced employee satisfaction at the Thai state enterprise.

Practical implications

To enhance employee satisfaction, supervisors of all levels at the Thai state enterprise should focus on frequently communicating their vision to their direct subordinates, particularly through written and technology‐mediated channels. The supervisors should also delegate work to their subordinates, provide resources and support services to them, and encourage them to make more decisions regarding daily operations. The supervisors should additionally act as a role model for their subordinates, build subordinates' self‐confidence, create challenges for them, and reward subordinates who act consistently with their vision.

Originality/value

Although leaders are widely exhorted to espouse vision and vision‐based leadership was empirically endorsed in the Thai culture, vision‐based leadership and its effects have been little investigated in the Thai state enterprise sector. This paper contributes to this area.

Details

Management Research Review, vol. 34 no. 9
Type: Research Article
ISSN: 2040-8269

Keywords

Article
Publication date: 1 June 2004

James Griffith

In the present study, the direct effect of principal transformational leadership to school staff turnover and school performance was examined, in addition to its indirect effect…

16298

Abstract

In the present study, the direct effect of principal transformational leadership to school staff turnover and school performance was examined, in addition to its indirect effect through school staff job satisfaction. Survey data were obtained from elementary school staff and students, and school‐aggregated student achievement test scores were obtained from school archives. Results showed that staff reports of principal behaviors could be described in terms of the three components of transformational leadership: inspiration or charisma, individualized consideration, and intellectual stimulation. Principal transformational leadership was not associated directly with either school staff turnover or school‐aggregated student achievement progress. Rather, principal transformational leadership showed an indirect effect, through staff job satisfaction, on school staff turnover (negative) and on school‐aggregated student achievement progress (positive). Finally, higher levels of school staff job satisfaction were associated with smaller achievement gaps between minority and non‐minority students. This result was more evident among schools having higher levels of principal transformational leadership. Results are discussed in relation to the role of transformational leadership in school performance and in recruiting, training, and evaluating school principals.

Details

Journal of Educational Administration, vol. 42 no. 3
Type: Research Article
ISSN: 0957-8234

Keywords

Article
Publication date: 15 May 2007

Sooksan Kantabutra and Gayle C. Avery

Purpose – The purpose of this article is to examine the relationships between vision attributes (of brevity, clarity, challenge, stability, abstractness, future orientation, and…

5149

Abstract

Purpose – The purpose of this article is to examine the relationships between vision attributes (of brevity, clarity, challenge, stability, abstractness, future orientation, and desirability or ability to inspire) and content (relating to customer and staff satisfaction imageries), and customer and staff satisfaction in Australian retail stores, taking into account vision realisation factors of vision communication, organisational alignment, motivation, empowerment and a staff personal factor comprised of staff emotional commitment to and use of the vision. Design/methodology/approach – Variables of vision attributes and content, vision communication, organisational alignment, motivation, empowerment and staff personal factor were derived from the literature. Data were from store managers, staff and customers of 101 apparel stores in Sydney. These variables were tested for significant relationships through chi‐square and regression analyses. Findings – Findings endorse the importance of espousing a vision containing reference to customer and staff satisfaction, although the seven attributes variable was not significant in this study. Empowerment of staff and staff personal factor were directly predictive of enhanced customer satisfaction, while motivation and empowerment of staff, and staff personal factor were directly predictive of enhanced staff satisfaction. Practical implications – Retail store managers should develop a store vision containing reference to customer and staff satisfaction. They should communicate their vision, align organisational components with the vision, empower and motivate staff. Staff should also use the vision to guide their work and emotionally commit to the vision. Original/value – While vision is core to vision‐based leadership theories, little is known about what characterises an effective vision. This study attempts to uncover this unknown.

Details

Leadership & Organization Development Journal, vol. 28 no. 3
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 1 December 2007

Alan Leyin and Eleanor Wakerly

In the context of a staff development programme, the relationships between work‐related stress, staff support and job satisfaction were explored among staff groups in two…

Abstract

In the context of a staff development programme, the relationships between work‐related stress, staff support and job satisfaction were explored among staff groups in two residential assessment and treatment facilities for people with learning disabilities and challenging behaviour. Although overall support was relatively high for both formal and informal supports, only the informal supports from colleagues were negatively correlated with ratings of work‐related stress. Work‐related stress and job satisfaction were shown to be independent factors, and thus levels of stress could not be inferred from overall ratings of job satisfaction, or vice versa. The study identified a potentially vulnerable group of staff who reported relatively high job satisfaction but also some degree of stress.

Details

Tizard Learning Disability Review, vol. 12 no. 4
Type: Research Article
ISSN: 1359-5474

Article
Publication date: 1 June 2005

Andrew Robson, David Yarrow and Jane Owen

The purpose of this paper is to provide empirical evidence to assess the nature and extent of the link between employee satisfaction and organisational performance.

2587

Abstract

Purpose

The purpose of this paper is to provide empirical evidence to assess the nature and extent of the link between employee satisfaction and organisational performance.

Design/methodology/approach

This paper examines the link between staff satisfaction and organisational performance, presenting findings from 21 colleges of Further Education that have participated in both a survey of staff satisfaction (covering over 2,600 staff from these colleges) and in a diagnostic benchmarking exercise using the “Learning PROBE” methodology.

Findings

The results suggest that whilst each of the measured aspects of work are regarded as being important by a majority of survey respondents, the level of “satisfaction” displayed in each of these attributes is indicated by only a minority of those surveyed. The findings support the existence of a link between staff satisfaction and organisational excellence. Staff satisfaction levels are most strongly associated with the leadership and service processes indices, and even more so with the overall organisational diagnosis. This suggests that colleges that are implementing “good practices” covering a range of managerial aspects, and who are achieving corresponding organisational results, are likely to be closer to satisfying their staff. Practices relating to people, performance management and organizational results also show association with staff's satisfaction gap, although not as significantly as above. The results suggest an holistic approach to implementing business practices appears to be more effective than concentrating only on deploying good practices in only a single area of the managerial process.

Originality/value

The value of the paper is to the UK Further Education Sector in that it identifies those organisational practices, which improved, can in combination address to some extent the work satisfaction levels of their employees.

Details

International Journal of Quality & Reliability Management, vol. 22 no. 5
Type: Research Article
ISSN: 0265-671X

Keywords

Article
Publication date: 2 August 2011

Nak Hwan Choi and Yen‐Soon Kim

Past researches have not explored the roles of staff's hotel identification on customer‐related behaviors and the relationship between hotel identification inducing factors (trust…

1609

Abstract

Purpose

Past researches have not explored the roles of staff's hotel identification on customer‐related behaviors and the relationship between hotel identification inducing factors (trust in supervisor, job satisfaction, perceived external prestige) and hotel identification. The purpose of this paper is to examine the roles of staff's hotel identification as a mediator of the relationship between hotel identification inducing factors and customer‐related behaviors. Through reviewing the existing literature concerned, the authors propose a research model involving staff's trust in the supervisor, job satisfaction, perceived external prestige, hotel identification, organization citizenship behavior, and customer satisfaction behavior and test it.

Design/methodology/approach

Hotel samples were from the south‐west area of Korea. Questionnaires were given to 250 staff of the hotels and 224 were returned with no problems. The sample was used to purify the measures and test their convergent and discriminant validity. The final measurement model includes 24 items across six constructs. The authors conducted exploratory factor analysis to show that there are convergent validities of measurement items related to each construct, and explored correlations between the constructs and calculated average variance extracted to verify that there are discriminant validities between constructs. LISREL 8.30 was used to verify the hypotheses.

Findings

The results provided evidence that hotel identification plays important mediating roles between them. Identification with the hotel will be strengthened when job satisfaction and trust in the supervisor becomes strong. Trust in the supervisor plays a more important role in forming hotel identification than job satisfaction does. The role of organization citizenship behavior on the customer satisfaction behavior is also explored. Hotel identification affects organization citizenship behavior which in turn positively affects customer satisfaction behavior. But the results do not provide support for a central role of perceived external prestige.

Practical implications

The study gives information to hotel managers who want to encourage customer‐related behaviors that they should induce staff's identification with the hotel by improving the level of trust in the supervisor and job satisfaction.

Originality/value

Little past literature has explored the role of hotel identification as the substance of staff action. This study explored the influence of hotel identification on staff behavior that results in contributing to theoretical development and hotel management.

Article
Publication date: 22 February 2008

John J. De Nobile and John McCormick

This study's purpose is to examine the relationships between the biographical characteristics gender, age, years of experience and employment position, and job satisfaction of…

1965

Abstract

Purpose

This study's purpose is to examine the relationships between the biographical characteristics gender, age, years of experience and employment position, and job satisfaction of staff members in Catholic primary schools.

Design/methodology/approach

Survey data were collected from 356 staff members from Catholic primary schools. Research hypotheses were tested using multivariate analysis and comparison of means.

Findings

Age, gender and position were related to a number of facets of job satisfaction as well as overall job satisfaction. No significant relationships were identified for years of experience.

Practical implications

The findings hold implications for Catholic diocesan school systems and school administrators in relation to teacher retention and for further research regarding teacher's aides.

Originality/value

This study includes non‐teaching staff and investigates the role of employment position as a biographical variable.

Details

International Journal of Educational Management, vol. 22 no. 2
Type: Research Article
ISSN: 0951-354X

Keywords

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