Loyalty programs enhance airline's value proposition. Yet little is known about how customer loyalty programs affect organizational performance. This understanding is important because airlines must decide what design of loyalty program to choose in order to maximize the revenue, profit and the number of passengers. The authors develop and test theory proposing that specific design of loyalty program ensures better organizational performance. The purpose of this study is to examine the influence of loyalty programs on organizational performance of airlines. The methods of systemic analysis of scientific literature, secondary data analysis, comparative analysis, content analysis were used in order to reach the set purpose. Using a sample of airlines in the Baltic States, we conduct an empirical investigation of the influence of customer loyalty programs on organizational performance in airlines. The Mann-Whitney test was used to examine the differences within the organizational performance by the fact of holding a loyalty program. The results indicate that differences in loyalty programs matter. Airlines having a loyalty program can boast of a higher number of passengers carried than the ones that do not. Surprisingly no statistically significant relations were found between holding a loyalty program and airlines' revenue, profit. It follows that airlines must consider these effects before the allocation of long-term investments into customer loyalty programs.
The following processes pose challenges for the organization: self-establishment in the market economy, restructuring, globalization, development of techniques and technology, formation of information society, development of a knowledge economy, change of the society economic situation and democratic processes. In the organization which is constantly changing a new approach to the organization is formed. It is viewed as an operating system where company employees, i.e., human resources, become the most important and the most active part of the system, determining the efficiency of the pursuing of organizational goals. In the constantly changing organization a new approach to the organization is formed. It is viewed as an operating system where company employees, i. e., human resources, become the most important and the most active part of the system, determining the efficiency of the pursuing of organization objectives. Human resource management process cannot be separated from the strategy. Strategic human resource management is a part of strategic management concept in the organization. Theoretical provisions for the management of human resources, presented in the academic literature, confirm the influence of this functional area of management on the overall organization performance results. For the organization, which is operating in the global market, it is essential to manage existing or potential labor resources effectively. One of the main staff evaluation criteria is the effectiveness of personnel management. New tendencies encourage closer association of human resource management with organization strategy. “Four-C” model competence, commitment, compliance and cost efficiency is helpful in assessing the effectiveness of organization human resources policies conformity with its strategy.
Human resource evaluation and organizational climate interaction phenomenon, defined in the context of empirical research, is described in this paper. Prior to this, both in Lithuanian, where the research was conducted, and in the world literature the issues of human resource evaluation and organizational climate were analyzed rather widely. There are many works where they are defined rather comprehensively. In this paper, those works are reviewed, and the conceptual complex model defining the phenomenon of human resource evaluation and organizational climate is designed on their basis. This model consists of the following elements: evaluation methodology, organization of the evaluation, discussion on the evaluation, employee assessors, safety and/or explicitness, diligence and creativity, values and traditions, attractiveness of the work process, manager's relations with employees, employee interrelations and conflicts. Empirical research methods of this model are presented in this paper, including both empirical verification arguments of the research tool and the theoretical model the empirical validation methodology. The questionnaire (based on respondent notions and attitude) was designed by the joint authors of this paper P. Papsiene and J. Vveinhardt and was verified by the methods of factorial and reliability analysis. The designed questionnaire was used for the human resource evaluation and organizational climate interaction research. Interaction of human resource evaluation and organizational climate was analyzed and interaction models were designed using the method of multivariate linear regression. Human resource evaluation and organizational climate interaction research enabled to compose six interaction models and one complex model which is provided in the network diagram. Created models allow better understanding of human resource evaluation and organizational climate interaction as well as its forms. The research on interaction of human resource evaluation and organizational climate showed that in general those two dimensions of organizational evaluation are closely interrelated. They not only affect each other, but also form various network models that define the complexity of interaction and its general construct.
Straipsnyje analizuojama vadovaujančio personalo lyderystės problema – kaip įvertinti vadovaujančio personalo lyderystę? Tikslinga ir efektyvi vadovaujančio personalo lyderystė gali lemti sėkmingą darbuotojų veiklą ir mažinti darbuotojų pasipriešinimą pokyčiams nestabilioje organizacinėje aplinkoje. Tyrimo tikslas – išanalizavus teorines vadovaujančio personalo lyderystės vertinimo prielaidas, nustatyti jų praktinio taikymo galimybes verslo organizacijoje. Vadovaujančio personalo raiškos vertinimui pasiūlyta taikyti vieną populiariausių lyderystės vertinimo instrumentų – daugiafaktorinis lyderystės klausimyną, sudarantį prielaidas nustatyti lyderystės stilių. Empirinis tyrimas atliktas statybos verslo įmonėje – UAB „Aukstata“. Pilotinio tyrimo rezultatai patvirtino daugiafaktorinio lyderystės klausimyno taikymo galimybes Lietuvos verslo įmonių atveju. Tyrimo rezultatai parodė stipriausią idealizuotos įtakos, nuo rezultatų priklausančių apdovanojimų raišką statybos verslo įmonėje.
The main aim of the article is to analyze the structure of the process of human resources assessment in identifying the conditions for the formation of assessment criteria. The first part of the paper reviews the development of viewpoints to human resources since the beginning of the 20 th century. The second part of the paper discusses the emerging problems in improving the activity of the Lithuanian public sector in developing the human resources resounding the time requirements that resonate human resources. The authors' opinion that in getting ready for the process of human resources assessment, in forming the assessment criteria it is not enough to assess the requirements fixed only in laws and in the documents of organizations. The third part of the paper analyzes the methods of human resources' assessment process.
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