Abstract. Employee turnover is one of the most important phenomena in the study of individuals' organizational behavior. For this reason, organizations able to identify effective factors in employee turnover are more likely to employ more effective policies and methods to maintain their human resources before they leave the organization. This study aims to investigate the impact of corporate social responsibility and internal marketing on employee turnover intentions, considering the mediating role of organizational commitment. The present research is practical in purpose, descriptive in data collection methodology and a survey research in type. The research population consisted of all employees in all Tehran branches of the Melli Bank of Iran, amounting to 9405 people. The Cochran formula was used to determine the sample size, which yielded a sample size of 369 people. This research employs the clustering method for sampling and a standard survey for data collection. The statistical method utilized in this study is the structural equation method and all statistical analysis was performed using SPSS19 and AMOS23 softwares. Testing the research hypotheses revealed that social responsibility and internal marketing have a positive and significant effect on organizational commitment and organizational commitment has a significant negative impact on employee turnover intentions. Also, organizational commitment completely mediates the negative impact of social responsibility and internal marketing on the employee turnover intentions.
New technology-based firms (NTBFs) have a significant contribution to economic growth, and in particular to the promotion of innovation and job creation. For this reason, many countries are seeking to establish and grow such institutions using incentive policies. Despite their economic importance, there is no single definition of these companies and several definitions for these types of companies are tailored to the purpose of each study. As for the nature of study, it is important to produce a coherent framework of NTBFs’ characteristics; therefore, the purpose of the present study is to identify the characteristics of NTBFs. For this purpose, the researches that covered the nature of this concept from 1990 to 2011 were analyzed using content analysis. In the first phase, definitions of these companies were compiled; subsequently, effective characteristics were identified to provide a clear nature of these companies. The results of this research led to the identification, confirmation and prioritization of five characteristics, i.e. newness, possessing high-technology, independence, small size in terms of employees and volume of sales, and capital funding by company founders, all of which were prioritized according to the most frequent characteristics in the studied articles. The final result of this study is to guide and streamline future research by achieving theoretical coherence in defining this concept.
The purpose of the current study was to identify the strategic dimensions of sales force compensation in distribution companies. In this regard, three research questions have been answered: What are the appropriate strategies for employee compensation? What are the strategic dimensions of sales force compensation? What is the status of the study population regarding compensation? The study population consisted of sales managers in oil products distribution companies, academic professors in the field of marketing and sales at expert judgment department, 120 sales force and managers working in 20 oil products distribution companies. For statistical analysis, the Delphi method, analysis of means, binomial test and Friedman test were used. The results have shown that initially 16 strategies out of 40 proposed strategic reference points and then 17 approved strategic reference points in the sales force compensation section can be derived among which the following strategy held the top rating, “sales force compensation for services should be based on motivating factors in order to improve the competitive environment among employees and improve their sales performance”. Moreover, in terms of compensation strategy, the appropriateness of compensation for incentive service of sales force in the studied companies was at a favorite level.
Customer experience (CX) is defined as the direct or indirect experience of a customer with organization, service, and facility processes, and how the customer interacts with the company’s services and other customers. There has not been much research on the concept of customer experience. Therefore, the purpose of this qualitative research is to understand what customer experience means in retail industry. The research data were collected through snowball sampling and interviews with 12 most recent consumers of Pajan dairy products. Next, collected data were coded, categorized and described; subsequently, conceptual map of the themes was drawn up. The main themes identified in this research are as follows: 1) Product familiarity; 2) Advertising; 3) Appearance of the product; 4) Taste and flavor; 5) Innovation and change; 6) Distribution channel; 7) Consultation; 8) Mindfulness of customers; 9) Entanglement of the customer with product; and 10) Product quality. Customer experience is a novelty in the field of marketing which researchers tried to cover its theoretical voids to some extent.
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