M.B.A. / Throughout the world companies are restructuring there processes. Companies are trying to provide a better service to the customers with the same cost or alternatively at a lower cost. The service-profit chain is an equation that establishes the relationship between corporate policies, employee satisfaction, value creation, customer loyalty and profitability. This paper examines the direct relationship between employee satisfaction and customer satisfaction. It concentrates on the elements that influence employee and customer satisfaction in line with “Heskett’s Service Profit Chain” model.

Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2003.

The aim of this study was to ascertain the main factors that influence employee loyalty in the workplace. It additionally sought to prioritise the main factors. The sample population used in this research was made up of fulltime employees in the private sector organisations in Durban. Data was collected using a questionnaire. A sample of 91 participants took part in the survey. This sample comprised of 91.2% male participants and 8.8% female respondents. Years of service with their current employers were 50.5% for 0-5 years, 19.8% for 5-10 years, 16.5% for 10-20 years and 13.2% for 20-40 years. In this research there was 1.1 % of the sample population with no-matriculation, 34.1 % with matriculation, 29.7% with a diploma, 30.8% with a degree and 4.4% with post graduate qualification. The research results revealed that having flexible working arrangements, having excellent mentoring and coaching, paying market related salaries, addressing employee’s concerns effectively and a good retention strategy were the main factors influencing employee loyalty in the workplace. There was a strong positive correlation between having flexible working arrangements, having excellent mentoring and coaching, paying market related salaries and feeling a strong sense of belonging to the employer with Pearson’s coefficient (r) of 0.767, 0.762 and 0.742 respectively. This research revealed a weak positive correlation between addressing employees’ concerns effectively, a good retention strategy and feeling a strong sense of belonging to the current employer with Pearson’s coefficient (r) of 0.463 and 0.401 respectively. This study contributes to employee loyalty research as it presents the main factors to be prioritised by top management. / Thesis (M.B.A.)-University of KwaZulu-Natal, 2009.

Thesis (M.A.)--York University, 2007. Graduate Programme in Social Anthropology. / Typescript. Includes bibliographical references (leaves 140-143). Also available on the Internet. MODE OF ACCESS via web browser by entering the following URL: http://gateway.proquest.com/openurl?url_ver=Z39.88-2004&res_dat=xri:pqdiss&rft_val_fmt=info:ofi/fmt:kev:mtx:dissertation&rft_dat=xri:pqdiss:MR31974

Thesis (B.A. (Hons.)) - University of Queensland, 2005. / Includes bibliography.

M.Comm.

Submitted in partial fulfilment of the requirements for the Degree of Masters in Business Administration, Durban Institute of Technology, 2004. / This thesis describes and analyses the integration process of mergers and acquisitions, which is often blamed for the failure of such undertakings. It explains the status quo for internal branding in general and in the environment of mergers and acquisitions. The two aspects are integrated in such a manner as to develop an internal brand strategy that resolves many of the common integration problems. Since the traditional focus on branding is on the external environment rather than the internal environment, the objective of this thesis is to emphasise the employee rather than the customer. As the writer believes that through the development of internal brand awareness and loyalty, the net effect is that the overall effectiveness of the entire merged organisation will increase exponentially. In this thesis, a meta-analysis approach is utilised to develop theory, thus this study is exclusively a qualitative styled study. The strategy developed in this thesis is not a once off fix, but is a continuous process that must be maintained and implemented by the management and shareholders of the organisation to ensure the success of the brand and the new merged organisation. / M

近年来员工工作嵌入性在人员离职研究中受到广泛关注，虽然职内嵌入的效用在不同的文化环境和职业领域内得到了验证，职外嵌入性对人员自动离职的缓冲作用并没有得到一致的实证支持。基于认同理论和工作-家庭冲突的研究文献，本文提出假设，认为职外嵌入性对职内嵌入性与自动离职的关系起调节作用。与此同时，虽然员工离职的文献中涉及决策机制，决策机制的效用在实证中却甚少被验证。基于决策过程模型，作者假设员工的最大化或者满意化的倾向解释了职内嵌入减少人员离职的原因，同时假设冒险倾向调节职内嵌入与最大化倾向之间的关系，工作搜寻自我效能对职内嵌入与最大化倾向之间的关系产生抑制效应。本文采用实验和调查对假设进行了验证。 / 结果显示，职外嵌入性低的情形下，职内嵌入与人员离职意向负相关；职外嵌入性高时，职内嵌入与人员离职意向仍呈负相关，但关系较弱。职内嵌入与最大化倾向负相关，工作搜寻自我效能对最大化倾向产生影响，最大化倾向作为中介变量解释了职内嵌入对员工离职意向的影响。文章的结论部分对以上结果进行了解释，并探讨了本文在理论上与实践上的意义。 / Job embeddedness is a retention construct, which has received considerable amount of attention in turnover research. While the utility of on-the-job embeddedness has been extensively validated across different cultures and occupations, the buffering effect of off-the-job embeddedness has not been consistently supported. Drawing from identity theory and work-family conflict literature, the current study proposes an interaction effect of off-the-job embeddedness on the relationship between on-the-job embeddedness and turnover intention. Meanwhile, although the decision making mechanism has been identified in the turnover literature, it has not been adequately tested empirically. Based on the generalized decision process, I propose that employees’ maximizing/satisficing tendency explains why on-the-job embeddedness reduces turnover, and the process is moderated by risk propensity and suppressed by job search self-efficacy. / Hypotheses were generated on the relationships and tested, using data collected from an experiment using the student sample and a survey from employees working in IT companies. Results showed that the negative relationship between on-the-job embeddedness and turnover intention was weaker when off-the-job embeddedness was high, compared with the negative relationship in the condition that off-the-job embeddedness was low. Meanwhile, on-the-job embeddedness was negatively related to individual maximizing tendency, and the maximizing tendency mediated the relationship between on-the-job embeddedness and turnover intention. Job search self-efficacy also influenced individual maximizing tendency. The practical and theoretical implications, limitations and future research were discussed. / Detailed summary in vernacular field only. / Detailed summary in vernacular field only. / Gong, Yuanyuan. / Thesis (Ph.D.)--Chinese University of Hong Kong, 2012. / Includes bibliographical references (leaves 89-103). / Electronic reproduction. Hong Kong : Chinese University of Hong Kong, [2012] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Abstract also in Chinese; appendix B in Chinese. / List of Figures --- p.iii / List of Tables --- p.iv / Abstract (English) --- p.v / ABSTRACT (CHINESE) --- p.vi / Acknowledgement --- p.vii / Chapter Chapter 1 --- Introduction --- p.1 / Chapter 1.1 --- Problem Statement --- p.2 / Chapter 1.2 --- Research Questions --- p.4 / Chapter CHAPTER 2 --- LIterature review and Theoretical Framework --- p.8 / Chapter 2.1 --- Turnover Studies --- p.11 / Chapter 2.1.1 --- Antecedents --- p.12 / Chapter 2.1.2 --- Turnover Studies - Processes --- p.15 / Chapter 2.1.3 --- Summary of turnover studies --- p.18 / Chapter 2.2 --- Definition of Job Embeddedness --- p.19 / Chapter 2.2.2 --- Fit --- p.20 / Chapter 2.2.3 --- Sacrifice --- p.20 / Chapter 2.3 --- Empirical Evidence of On-the-job Embeddedness --- p.22 / Chapter 2.4 --- Off-the-job Embeddedness and Turnover --- p.23 / Chapter 2.5 --- On-the-job Embeddedness and Turnover Process --- p.28 / Chapter 2.5.1 --- Job choice models --- p.29 / Chapter 2.5.2 --- Maximizing and satisficing --- p.31 / Chapter 2.6 --- Job Choice Tendency in Turnover --- p.32 / Chapter 2.6.1 --- On-the-job embeddedness and maximizing tendency --- p.33 / Chapter 2.6.2 --- Job search tendency and employee turnover --- p.35 / Chapter 2.6.3 --- The mediating role of maximizing tendency --- p.37 / Chapter 2.7 --- Moderating Role of Risk Propensity --- p.38 / Chapter 2.8 --- Job Search Self-efficacy - An Alternative Perspective --- p.40 / Chapter 2.9 --- Summary of Hypotheses --- p.42 / Chapter Chapter 3 --- Methods --- p.43 / Chapter 3.1 --- Study 1 The Experiment --- p.43 / Chapter 3.1.1 --- Participants --- p.43 / Chapter 3.1.2 --- Experimental design and procedures --- p.43 / Chapter 3.1.3 --- Results --- p.45 / Chapter 3.2 --- Study 2 The Survey --- p.47 / Chapter 3.2.1 --- Participants and procedure --- p.47 / Chapter 3.2.2 --- Measures --- p.48 / Chapter CHAPTER 4 --- RESULTS --- p.52 / Chapter 4.1 --- Correlations --- p.52 / Chapter 4.2 --- Factor Analysis --- p.54 / Chapter 4.3 --- Hypotheses Testing --- p.59 / Chapter 4.4 --- Post Hoc Analysis --- p.67 / Chapter Chapter 5 --- Discussion and conclusion --- p.73 / Chapter 5.1 --- Key Findings --- p.74 / Chapter 5.1.1 --- Off-the job embeddedness as a moderator --- p.74 / Chapter 5.1.2 --- The mediating role of maximizing tendency --- p.77 / Chapter 5.1.3 --- The moderating role of risk propensity --- p.79 / Chapter 5.2 --- Theoretical Implications --- p.80 / Chapter 5.3 --- Practical Implications --- p.83 / Chapter 5.4 --- Limitations --- p.84 / Chapter 5.5 --- Future Research --- p.86 / Chapter 5.6 --- Conclusion --- p.88 / REFERENCES --- p.89 / Chapter APPENDIX A --- Scenarios used in the experiment --- p.104 / Chapter APPENDIX B --- Questionnaire used in the survey (Chinese version) --- p.106

Gong, Yuanyuan. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2009. / Includes bibliographical references (leaves 80-93). / Abstract and some appendixes also in Chinese. / LIST OF TABLES --- p.ii / LIST OF FIGURES --- p.iii / ABSTRACT --- p.iv / ABSTRACT IN CHINESE --- p.vi / ACKNOWLEDGEMENT --- p.vii / Chapter CHAPTER 1 --- INTRODUCTION --- p.1 / Chapter 1.1 --- Problem Statement --- p.2 / Chapter 1.2 --- Research Questions --- p.3 / Chapter 2.1 --- Turnover Study --- p.7 / Chapter 2.1.1 --- Antecedents --- p.8 / Chapter 2.1.2 --- Processes --- p.10 / Chapter 2.3 --- Five-Factor Model of Personality --- p.13 / Chapter 2.3.1 --- Five-Factor Model and Turnover --- p.14 / Chapter 2.2 --- Job Embeddedness --- p.18 / Chapter 2.2.1 --- Links --- p.18 / Chapter 2.2.2 --- Fit --- p.20 / Chapter 2.2.3 --- Sacrifice --- p.21 / Chapter CHAPTER 3 --- HYPOTHESES DEVELOPMENT --- p.23 / Chapter 3.1 --- Five-Factor Model and Job Embeddedness --- p.23 / Chapter 2.4.2 --- Extraversion --- p.28 / Chapter 2.4.3 --- Conscientiousness --- p.30 / Chapter 2.4.4 --- Openness to Experience --- p.33 / Chapter 2.4.5 --- Agreeableness --- p.35 / Chapter CHAPTER 4 --- METHOD AND RESULTS --- p.38 / Chapter 4.1 --- Study 1 --- p.38 / Chapter 4.1.1 --- Participants and Procedure --- p.38 / Chapter 4.1.2 --- Measures --- p.40 / Chapter 4.1.3 --- Results --- p.43 / Chapter 4.2 --- Study 2 --- p.51 / Chapter 4.2.1 --- Job Embeddedness as a Mediator --- p.51 / Chapter 4.2.2 --- Participants and Measures --- p.60 / Chapter 4.2.3 --- Results --- p.60 / Chapter CHAPTER 5 --- DISCUSSION AND CONCLUSION --- p.71 / Chapter 5.1 --- Key Findings --- p.17 / Chapter 5.2 --- Implications --- p.76 / Chapter 5.3 --- Limitations and Future Directions --- p.77 / REFERENCES --- p.80 / APPENDIX A Questionnaire used in this study (English version) --- p.94 / APPENDIX B Questionnaire used in this study (Chinese version) --- p.97

This study attempts to validate the generalizability of Wang's five-component commitment model among 300 ICT professionals in Hong Kong. This was done by assessing the relationship between career development (one of the major antecedents of employee commitment) and employee commitment, and by determining the moderating role of the perceptions of career development opportunities within the organization. / Thesis (DBA(DoctorofBusinessAdministration))--University of South Australia, 2007.