The Long-Term Influence of Service Employee Attrition on Customer Outcomes and Profits
In: Journal of service research, Band 15, Heft 4, S. 460-473
ISSN: 1552-7379
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In: Journal of service research, Band 15, Heft 4, S. 460-473
ISSN: 1552-7379
In: International journal of human resource management, Band 19, Heft 9, S. 1553-1568
ISSN: 1466-4399
In: Human relations: towards the integration of the social sciences, Band 61, Heft 8, S. 1139-1160
ISSN: 1573-9716, 1741-282X
This study examines the response rates for surveys used in organizational research. We analysed 1607 studies published in the years 2000 and 2005 in 17 refereed academic journals, and we identified 490 different studies that utilized surveys. We examined the response rates in these studies, which covered more than 100,000 organizations and 400,000 individual respondents. The average response rate for studies that utilized data collected from individuals was 52.7 percent with a standard deviation of 20.4, while the average response rate for studies that utilized data collected from organizations was 35.7 percent with a standard deviation of 18.8. Key insights from further analysis include relative stability in response rates in the past decade and higher response rates for journals published in the USA. The use of incentives was not found to be related to response rates and, for studies of organizations, the use of reminders was associated with lower response rates. Also, electronic data collection efforts (e.g. email, phone, web) resulted in response rates as high as or higher than traditional mail methodology. We discuss a number of implications and recommendations.
In: Human resource management review, Band 26, Heft 1, S. 25-36
ISSN: 1053-4822
In: International Journal of Conflict Management, Band 13, Heft 4, S. 409-415
The Unexpected Offer is a relatively short case involving the valuation and sale of a Web site and its domain name. Because the issues involved are easily identified and apparently straightforward, it may be used at the start of a negotiation course. Specifically, it can be very effective in introducing a discussion of how to value or quantify a BATNA. While students in the marketing associate role tend to rely on budgets and other internal concerns to assess their BATNA, those in the entrepreneur role tend to focus on external factors or their own widely varying estimates. This variability frequently generates a stimulating discussion.
In: The international journal of conflict management: IJCMA, Band 13, Heft 4, S. 409-415
ISSN: 1044-4068
"An evidence-based approach to improving the practice of graduate management educationCompiled by the Graduate Management Admission Council (GMAC) and with contributions by administrators and professors from the top global MBA programs, this book provides business school decision-makers with an evidence-based approach to improving the practice of graduate management education. The book is designed to help navigate the pressures and create revolutionary platforms that leverage a school's unique competitive advantage in a design distinctly tailored for today's business realities. Offers a unique handbook for improving graduate management education Contains contributions from an international group of deans and professors that lead MBA programs Sponsored by GMAC, owner of the Graduate Management Admission Test (GMAT) exam used by over 5,000 programs worldwide This important resource gives academics a proven approach for improving graduate-level management programs"--
In: Organizational dynamics: a quarterly review of organizational behavior for professional managers, Band 36, Heft 1, S. 105-118
ISSN: 0090-2616
In: Decision sciences journal of innovative education, Band 1, Heft 2, S. 295-301
ISSN: 1540-4595
In: Journal of vocational behavior, Band 80, Heft 2, S. 434-443
ISSN: 1095-9084
In: Journal of vocational behavior, Band 79, Heft 1, S. 290-302
ISSN: 1095-9084
In: Journal of management education: the official publication of the Organizational Behavior Teaching Society, Band 31, Heft 6, S. 832-858
ISSN: 1552-6658
This article introduces interactive drama as an alterative to student role-plays. Interactive drama increases student engagement and explores complex issues in management. It features scenes from organizational life being performed live by trained actors before a student audience, stopping at pivotal points so the audience can interact with the actors. These sessions result in highly energized students wanting to participate in lively discussions. Because the vivid scenes are so memorable, the students are able later to connect them effectively to management theory or their own experiences in reflective journals or other written assessments. After describing why instructors should consider using interactive drama, the article explains how to use it in the management classroom and concludes by providing five detailed examples of interactive drama scenes.
In: Organizational dynamics: a quarterly review of organizational behavior for professional managers, Band 35, Heft 4, S. 316-331
ISSN: 0090-2616
In: Human relations: towards the integration of the social sciences, Band 66, Heft 10, S. 1337-1352
ISSN: 1573-9716, 1741-282X
We theorize about and examine empirically the increase in predictive strength of antecedents of voluntary turnover over the first three years of employment using survival analysis with time-varying covariates and period effects. On the basis of employee survey data gathered from 240 newcomers working in a retail bank and organizational turnover records collected over multiple years, we find that job embeddedness and job satisfaction increase in their ability to predict voluntary turnover as tenure increases. The results of this study emphasize the importance of integrating time into theories to better understand the dynamics of the turnover process. Specifically, additional theorizing about when different effects may be manifest and how long they will persist is critical. Equally important is the development and application of research methods that are suited to dynamic modeling, such as those introduced here.
In: Journal of vocational behavior, Band 76, Heft 1, S. 42-51
ISSN: 1095-9084