Search results

The purpose of this paper is twofold. First, the paper seeks to identify whether the role of product manager in UK and in France differs and second, the paper models the relationship between brand managers’ role, role stressors, job satisfaction, job commitment and propensity to leave, in the aforementioned countries.

To test the hypothesized associations an e-mail survey was conducted among UK and France firms. Sample sectors included cosmetics and toiletries, household care products, packaged food, drink/beverages and tobacco. These industries represent a significant volume of UK and France FMCG trade.

The results reveal the existence of a same pattern in the brand managers’ role but also reveal some differences in the variables that affect the brand managers’ intention to leave the corporation.

The examination of the proposed model takes place only in UK and France. Conclusions should not be made for the role of the brand manager in general. The study must take place in other countries in order to make some more indulging conclusions. A more fruitful approach would be to gather data and from other sectors.

Carefully planned job descriptions which comply with the moral values and strategic plans of the firm, reduces the propensity of their employees to leave and increases commitment and satisfaction.

No prior research has been undertaken in order to demonstrate how the role of the brand mangers affects their commitment, satisfaction and finally their propensity to leave the firm.

This research examines the linkage between commitment (organizational and job), motivation (intrinsic and extrinsic), and work outcomes (effort and propensity to leave) using the Korean sample. With its focus on the relative impact of loyalty‐based commitment and incentive‐based motivation on work outcome behavior, this study highlights Confucian culture and expectancy theory. Using survey data, support was found for all the hypotheses except the paths from job involvement to effort. In particular, organizational commitment was found to have the highest influence on effort and propensity to leave, presenting empirical support for the eminence of loyalty as a motivational tool in a collectivistic work culture. Managerial implications and future research are discussed.

Interrole conflict arises from incompatible role requirements between two or more work‐related roles. This study examined its effect on job satisfaction and propensity to leave. Data were collected from a sample of 251 professional accountants employed in Hong Kong firms. Results from hierarchical regression analyses revealed that interrole conflict was associated with low job satisfaction and high propensity to leave. In addition, finds that professional commitment moderated the relationship between interrole conflict and propensity to leave. Research and managerial implications of these findings are discussed.

Seeks to evaluate the link between task and relationship conflict, and their influence on some employees' affective reactions such as satisfaction, wellbeing, and propensity to leave a job; and to analyse the mediated and moderated role of relationship conflict.

The study involved 169 employees from six service organizations (hotels) in Andalusia (Spain). A questionnaire was used containing different measures: task and relationship conflict, wellbeing, job satisfaction, and propensity to leave the job.

The two types of conflict have different consequences. Data show that relationship conflict is negatively associated with affective reactions, while task conflict does not relate directly to affective reactions in a predictable way; relationship conflict has a positive influence on the desire to leave the current job, while task conflict does not affect it negatively; the interactive effect of relationships and task conflict shows that this interaction contributes substantially to predict the propensity to leave the current job; and relationship conflict mediates in the link between task conflict and affective reactions.

A high level of task conflict may backfire by boosting relationship conflict as well, thus having a negative effect on affective reactions. Thus some conclusions can be drawn with a view to improving conflict management in teams. First an attempt must be made to understand the type of conflict that is taking place. Second, managers should encourage open discussion of task‐related issues. Third, special attention should be paid to the level of each conflict because of its interactive effects on some affective outcomes. Thus, in spite of the generally beneficial effects associated with task conflict, the intensification of task‐related conflict may backfire when interacting with dysfunctional affective‐dissent.

Serves too analyze the mediated and moderated role of relationship conflict and to test the role of types of conflict on affective reactions such as wellbeing and propensity to leave the job.

We document long-run trends in interstate migration rates, using individual-level data from the U.S. Census for the period 1850–1990. Two measures of migration are calculated. The first considers an individual to have moved if she is residing in a state different from her state of birth. The second considers a family to have moved if it is residing in a state different from the state of birth of one of its young children, allowing us to estimate the timing of moves more precisely. Overall migration propensities have followed a U-shaped trend since 1850, falling until around 1900 and then rising until around 1970. We examine variation in the propensity to make an interstate move by age, sex, race, nativity, region of origin, family structure, and education. Counterfactuals based on probit estimates of the propensity to migrate suggest that the rise in migration of families since 1900 could be explained by increased educational attainment, although education may be serving as a proxy for unmeasured covariates. The decline of interstate migration in the late nineteenth century remains to be explained.

The purpose of this paper is to investigate how employees’ perceptions of role ambiguity might increase their turnover intentions and how this harmful effect might be buffered by employees’ access to relevant individual (innovation propensity), relational (goodwill trust), and organizational (procedural justice) resources. Uncertainty due to unclear role descriptions decreases in the presence of these resources, so employees are less likely to respond to this adverse work situation in the form of enhanced turnover intentions.

Quantitative data came from a survey of employees of a large organization in the distribution sector.

Role ambiguity enhances turnover intentions, but this effect diminishes at higher levels of innovation propensity, goodwill trust, and procedural justice.

The findings reveal several contingencies that attenuate the positive effect of role ambiguity on the desire to leave the organization. However, this study relies on the same respondents to assess all the focal variables, and it lacks a direct measure of the mechanisms by which the contingent factors mitigate the relationship between role ambiguity and turnover intentions.

Organizations that fail to provide clear role information to employees can counter the resulting uncertainty with relevant personal, relational, and organizational resources.

This investigation shows how employees’ negative reactions to role ambiguity (turnover intentions) can be mitigated by three uncertainty-reducing resources: personal joy from developing new ideas, the extent to which relationships with colleagues is trustworthy, and perceptions that organizational procedures are fair.

Drawing on the organizational buying decision-making framework, the purpose of this study is to investigate how sales orientation (SOCO) affects buyers’ conflict, salesperson-owned loyalty and buyers’ propensity to end a supply relationship when selling firms use a single versus multiple salesforce go-to-market strategy.

Survey data was analyzed with a sample of organizational buyers. Confirmatory factor analysis and structural equation modeling were used to analyze the data.

Findings reveal that a selling firm’s go-to-market salesforce strategy moderates certain relational aspects of the buyer–salesperson relationship, consequently influencing a buyer’s decision to end a supply relationship.

Empirically, these findings indicate that the effects of selling orientation on conflict, salesperson-owned loyalty and exit intentions are not only based on the salesperson’s efforts but are conditional on the selling firm’s go-to-market strategy, particularly with the implementation of multiple salespeople selling to a particular industrial buyer.

These results suggest that a salesforce go-to-market strategy conveys serious consequences on buying decisions. Given that a go-to-market strategy involving multiple salespeople impacts the buyer’s relationship with the selling firm to a greater degree, managerial oversight must remain present when selling firms decide to pursue such a go-to-market strategy.

The empirical investigation of a salesforce go-to-market strategy is an original pursuit. Specifically, this study shows that while it is critical that buying and selling firms monitor buyer–salesperson relationships as the basis for supply partnerships, these exchanges are largely contingent on the selling firm’s go-to-market strategy.

In this study, the authors examine the impacts of two facets of retail employees' cognitive support and affective commitment on emotional labor-related outcomes.

To test the study hypotheses, 521 retail service employees participated in the survey. By using the structural equation modeling, the results show that employees' perceived organizational support directly and positively employees' affective organizational commitment and emotional exhaustion.

By using the structural equation modeling, the results show that employees' perceived organizational support directly and positively influence employees' affective organizational commitment and emotional exhaustion. The extent of employees' affective organizational commitment directly and negatively influences emotional labor and exhaustion. Furthermore, employees' emotional exhaustion exerts an influence on retail employees' propensity to leave.

Drawing on social exchange and conservation of resources theories, this study contributes to emotional labor research and practices by examining factors that potentially influences employees' propensity to leave. For future studies, researchers can expand the proposed framework of the current study to other retailing settings.

Findings of the study suggest that retail organizations need to manage employees' support and commitment concerning to understand emotional labor.

The current study found that employees' affective commitment influences key emotional labor constructs including emotional labor and emotional exhaustion. Employees who have a high level of identification, involvement and emotional attachment toward the organization, they are less likely to feel of overload and inefficiency. Given the importance of emotional labor in the retailing setting, the proposed model and findings of this study contribute the existing knowledge of retail employees' behavior.

The purpose of this paper is to investigate if the thesis “bad is stronger than good” also holds true for a number of leadership issues, more specifically: trust in the immediate leader, emotional exhaustion, work atmosphere and propensity to leave.

Questionnaire responses were obtained from military personnel in Estonia, Sweden, Switzerland and the Netherlands (n=625).

Multiple regression analyses revealed a certain pattern. Constructive leadership behaviours showed stronger positive associations with trust in the immediate supervisor and work atmosphere, than destructive leadership behaviours showed negative associations. On the other hand, destructive leadership behaviours showed stronger positive associations with emotional exhaustion and propensity to leave, than constructive leadership behaviours showed negative associations. This suggests that constructive leadership behaviours possibly have a greater impact on positive phenomenon and/or phenomenon associated with work-related relationships. On the other hand, destructive leadership behaviours appear to have a greater impact on negative phenomena with a stronger personal meaning. The results also show that the passive forms of destructive leadership are the behaviours that had the strongest impact on the investigated dependent variables.

Limitations related to item construction, common method variance, response set tendencies, translation of the instruments, and lack of response rate are discussed.

The results emphasize the importance of focusing on both constructive and destructive leadership at the selection stage, as well as during training of military leaders. Focusing on them separately obstructs optimal leader development and prevents leaders from gaining authentic self-knowledge. The results also point at the importance of including both aspects of leadership in leader evaluation processes.

The use of both constructive and destructive leadership behaviours with respondents from multiple nations in the same analysis.

Data from 295 salespersons of a life insurance company in Hong Kong were used to test the relationships among organizational variables, role stress variables, job satisfaction, and propensity to leave. Based on previous conceptual and empirical work on role stress, an integrative method was estimated and analyzed by using a confirmatory methodology. Findings showed the data fitted the proposed model well. The results suggest that an awareness of the antecedents and consequences of role stress among life insurance salespersons can be of value to both marketing academicians and professionals.