• Journal of Korean Society for Quality Management
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• v.37 no.3
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• pp.10-17
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• 2009

This study developed a new model for evaluating effects about the success of six sigma activities. This model consists of four constructs such as success of six sigma, employee's success experience, customer satisfaction, and business performance. Structural Equation Modeling (SEM) is used to analyze causality among the four constructs. Hypothesis were tested through a field study conducted for one hundred and thirty-one project leaders, who were asked to evaluate their experiences of six sigma projects. The results indicate that six hypothesis are statistically significant. As a result, the success of six sigma doesn't influence the customer satisfaction directly, but it influences customer satisfaction indirectly through employee's success experience. We find out that control for employee's success experience is important as well as success of six sigma in business innovation. Otherwise business performance is influenced directly by success of six sigma, that is business performance isn't influenced directly by employee's success experience but influenced indirectly through customer satisfaction. This study found that the change management raising employee's success experience is important in Six Sigma.

• The Journal of Industrial Distribution & Business
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• v.11 no.10
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• pp.49-58
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• 2020

Purpose: The purpose of this study was to examine the differential effect of workforce diversity on employee productivity and its subsequent impact on customer experience. Research design, data and methodology: A once-off cross-sectional research design was used in this study where the Zimbabwean civil service was targeted. Randomization was used to collect 324 validated responses. The study focused on both primary (age and gender) and secondary (education and political affiliation) dimensions of workforce diversity. Results: The results were confirmatory that workforce diversity is a significant predictor of employee productivity (β = 0.668, P < 0.05), at the same time employee productivity holds explanation to customer experience by 37%. Results also revealed that gender diversity, educational diversity and political diversity were significant determinants of workforce diversity (P < 0.05). However, the study established that age diversity was not a significant factor in enhancing employee productivity (P > 0.05). Conclusions: The study concluded that workforce diversity is a powerful tool in enhancing both customer experience and employee productivity. As such, the latter can be augmented through shrewd workforce diversity practices as championed by management. To that end, the study recommends the development of a workforce diversity framework which promotes inclusivity.

• Information Systems Review
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• v.25 no.2
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• pp.181-203
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• 2023

With the fierce competition of companies for the attraction of outstanding individuals, job satisfaction of employees has been of importance. In this circumstance, many companies try to invest in job satisfaction improvement by finding employees' everyday experiences and difficulties. However, due to a lack of understanding of the employee experience, their investments are not paying off. This study examined the relationship between employee experience and job satisfaction using employee reviews and company ratings from Glassdoor, one of the largest employee communities worldwide. We use text mining techniques such as K-means clustering and LDA topic-based sentiment analysis to extract key experience factors by job level, and DistilBERT sentiment analysis to measure the sentiment score of each employee experience factor. The drawn employee experience factors and each sentiment score were analyzed quantitatively, and thereby relations between each employee experience factor and job satisfaction were analyzed. As a result, this study found that there is a significant difference between the workplace experiences of managers and general employees. In addition, employee experiences that affect job satisfaction also differed between positions, such as customer relationship and autonomy, which did not affect the satisfaction of managers. This study used text mining and quantitative modeling method based on theory of work adjustment so as to find and verify main factors of employee experience, and thus expanded research literature. In addition, the results of this study are applicable to the personnel management strategy for improving employees' job satisfaction, and are expected to improve corporate productivity ultimately.

• Asia Marketing Journal
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• v.17 no.2
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• pp.73-96
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• 2015

This paper investigates how servicescape perception influences customer experience quality in hedonic service settings. In addition to the direct effect of servicescape quality on customer experience quality, the indirect effects of servicescape quality on customer experience quality via employee-to-customer interaction quality and peer-to-peer interaction quality are also investigated. We collected data through a self-administered survey. The proposed relationships were tested using structural equation modeling. The results show that servicescape quality influences customer experience quality both directly and indirectly through employee-to-customer interaction quality and peer-to-peer interaction quality, and customer experience quality influences customer loyalty. Additionally, we find that the indirect path via peer-to-peer interaction quality is significant only in a low-satisfaction customer group. The indirect effect of servicescape quality perception through peer-to-peer interaction quality is significant only in low-satisfaction customer groups. Therefore, if evaluations for this indirect effect fall below an acceptable level, it should be addressed first before improving on other attributes. However, after this point, further improvements offer few if any gains; therefore, service firms should allocate their resources to quality improvements to other factors. This study is the first to investigate the indirect effects of servicescape quality on customer experience quality via peer-to-peer interaction quality in hedonic service settings. Additionally, this study demonstrates that the significance of this indirect effect applies only to a low-satisfaction customer group.

• Journal of Information Technology Applications and Management
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• v.23 no.2
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• pp.1-10
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• 2016

When implementing a new information system, the success has been infrequent even though implementing a new IS can bring about various benefits to organizations. Employee resistance has been identified as a critical reason for such failure of implementing and operating a new IS. The vital role of orgazniational support with employee personality traits (e.g., tolerance for ambiguity and openness to expeirence) to reduce employee resistance has been missing when explaining to the failure of impleneting a new IS. The purpose of this study was to test a research model regarding employee resistnace, investigating the relationship bewteen organizational support and employee personality traits in that how organizational support influences employee resistance and also how employee personality traits (e.g., tolerance for ambiguity and openness to expeirence) interact with organizational support to decrease employee resistance the most. The results of this study supported our hypotheses and theoretical and practical implications are discussed.

• International Journal of Computer Science & Network Security
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• v.21 no.11
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• pp.278-286
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• 2021

The aim of this paper is to examine the importance of skills development in the process of employee performance. As part of this research, we will seek to determine the nature and extent of skills development impact in improving employee performance. This research project is one of the new themes that some researchers have started in recent years. The novelty of this theme is the inclusion of the skill development factor. This factor is likely to have a positive impact on employee motivation and performance. Some of the factors already known to have an impact on employee performance, such as motivation, career development, training, and experience, will be adopted. It is assumed that the results of this research will have a positive impact on employee performance and employee retention.

• The Journal of the Convergence on Culture Technology
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• v.6 no.2
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• pp.9-14
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• 2020

This paper aims to figure out the impact of employee's travel experience on their happiness and motivations to work. To this end, targeting 405 employees in Daegu, Gyeongsangnamdo, and Gyeongsangbukdo, SPSS Statistics 18.0 program was applied to analyze. Frist, in travel experience depending on general characteristics of the targets, there was significant difference in gender, educational background, and occupation but there was significant difference in age, marital status, and average income. Second, there was difference in travel experience depending on frequency of domestic travel but no difference in terms of the period of stay. On the other hands, travel experience depending on frequency of overseas travel showd significant difference in sub-factor, human network experience. There was significant difference in overseas travel depending on period of stay. Third, travel experience showed positive relation in employee's motivation to work and happiness. Fourth, as a result of reviewing impact of travel experience on employee's motivations to work and happiness, sub-factors like emotional, behavioral, relational experiences affected motivations to work significantly. Emotional experience and cognitive experience didn't affect significant impact. And sub-factors of travel experience like emotional, cognitive, and behavioral experiences affected happiness significantly. Emotional and relational experience were not significant. From the research above, it turned out that travel experience gives happiness to employees and provokes positive thinking and their motivations to work.

• Journal of Korea Society of Industrial Information Systems
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• v.27 no.5
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• pp.99-117
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• 2022

This study examines the effect of customer experience management capability of a bank and job satisfaction and customer orientation of the frontline employee in bank. The proposed research model and developed hypotheses were tested using structural equations modeling based on data collected from 321 employees working in banks. The results of the study confirm the positive effects of employee training, employee empowerment, employee evaluation, cross functional work of customer experience management capability is job satisfaction and customer orientation. But channel integration is not supported job satisfaction and customer orientation. Performance management influenced customer orientation through job satisfaction. The study provides On a theoretical level valuable insights into the customer experience management competency at the organizational unit and but there is also a limitation that firms the is limited.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.8
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• pp.495-507
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• 2020

The paper examines the determinants of employee engagement in the not-for-profit organization (NFPO) sector. A structured questionnaire survey of 205 NFPO employees in Vietnam was employed, preceded by in-depth interviews with NFPO associates and managers. After a multiple regression analysis to study the impact of five independent variables on one dependent variable, the study reveals that Work design and Work-life balance are positively and significantly associated with employee engagement. Of which, Work design is measured by the level of job fit, job autonomy, job challenge, and job meaningfulness. On the other hand, Work-life balance involves measurement aspects consisting of how reasonable the workload is and organizational support. Meanwhile, different from the business world, Leadership, Learning and Development, and Recognition do not show statistically positive impacts on employee engagement in NFPOs. Still, they are crucial back-supporting factors to ensure employee experience at work. Further, the study finds that personal growth contributes a great part to keep employees in the sector motivated. This paper brings the area of study to the forefront in an effort to benefit the practice of human resources management in NFPOs as well as support employees in the sector with a higher quality working experience.

• The Journal of Industrial Distribution & Business
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• v.14 no.3
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• pp.9-17
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• 2023

Purpose: Intrinsic motivation can be affected by external factors and may not always be present in an employee. This study aims to shed light on the role of intrinsic and extrinsic motivation in driving employee performance and to determine which type of motivation has a greater impact on performance. Additionally, the research seeks to understand the impact of motivation on different employee characteristics, such as age, gender, and job tenure. Research design, data and methodology: The present author has obtained textual data from the current literature dataset, However, focusing on mostly journal articles and published books because it could provide the justification of reliability and validity and help to collect solid previous studies which is logically categorized themes. Results: The findings of the present research are divided into four differences (Difference in Job Satisfaction, Difference in Job Involvement, Difference in Organizational Commitment, and Difference in Turnover Intention), each focusing on one aspect of employee performance: job satisfaction, job involvement, organizational commitment, and turnover intention. Conclusions: Organizations can use the differences in employee performance based on intrinsic and extrinsic motivation to improve employee performance by recognizing the importance of intrinsic motivation, providing opportunities for employees to experience intrinsic motivation, and balancing extrinsic and intrinsic motivation.