An empirical study of employee loyalty, service quality, cost reduction and company performance

Tomić, Ivana; Tešić, Zdravko; Kuzmanović, Bogdan; Tomic, Milos

doi:10.1080/1331677x.2018.1456346

Cited by 43 publications

(48 citation statements)

References 57 publications

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“…As can be seen, the coefficient of the EI variable is significant, at a level of significance of less than 1%. The results point toward those obtained by Berman and West (), who applied a program based on the development of EI to improve the performance of their middle managers, and identified the need to develop those skills to improve leadership skills (Tomic, Tesic, Kuzmanovic, & Tomic, ). This coefficient also takes a positive value of 3,588.…”

Section: Resultssupporting

confidence: 75%

General intelligence and emotional intelligence in senior management in the distribution sector: An applied analysis with synthetic indicators

Sánchez

Pérez

Aránega

2019

Psychology and Marketing

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This study investigates the importance of General Intelligence (GI) and Emotional Intelligence (EI) to leadership skills among a sample of managers. It presents a methodology based on constructing two synthetic indicators that aggregate and measure the different components of EI and GI. The relationship between the two indicators and a one‐dimensional indicator that measures leadership capacity is then studied. This methodology is applied to data taken from questionnaires sent to hierarchical superiors in a leading international company in the distribution sector. The results of the study conducted on a sample of managers show that the intensity and direction of the effect of GI and EI on leadership capacity are similar, positive and significant in both cases.

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Section: Resultssupporting

confidence: 75%

General intelligence and emotional intelligence in senior management in the distribution sector: An applied analysis with synthetic indicators

Sánchez

Pérez

Aránega

2019

Psychology and Marketing

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“…Performance could be defined as the ability of an organization to achieve its goals (Stainer, 2006;Tomic et al, 2018). Management of international companies has a challenge that relates to strategies, synergy and integration of company parts in order to achieve the set goals (Spitzer, 2007;Milosev & Tesic, 2011;Tesic et al, 2014).…”

Section: Introductionmentioning

confidence: 99%

“…Management of international companies has a challenge that relates to strategies, synergy and integration of company parts in order to achieve the set goals (Spitzer, 2007;Milosev & Tesic, 2011;Tesic et al, 2014). In the modern business environment companies have to be flexible enough to adapt quickly to market changes (Hammer & Champy, 1993;Tesic et al, 2016) and analyze Key Performance Indicators (KPIs) as variables that, observed together, provide a general picture of the organizational performance and its processes (Kaplan & Norton, 1996;Tomic et al, 2018). Briefly, KPIs are a set of measures focused on those aspects of the organizational performance that are the most critical for the current and future company success (Parmenter, 2007;Tomic et al, 2018).…”

Section: Introductionmentioning

confidence: 99%

“…In the modern business environment companies have to be flexible enough to adapt quickly to market changes (Hammer & Champy, 1993;Tesic et al, 2016) and analyze Key Performance Indicators (KPIs) as variables that, observed together, provide a general picture of the organizational performance and its processes (Kaplan & Norton, 1996;Tomic et al, 2018). Briefly, KPIs are a set of measures focused on those aspects of the organizational performance that are the most critical for the current and future company success (Parmenter, 2007;Tomic et al, 2018). The need for research is primarily related to the need for defining KPIs and their impact on the achievement defined objectives of international industrial companies, which have a common goal that represents organizing the effective and efficient production with the lowest costs.…”

Section: Introductionmentioning

confidence: 99%

“…This study examines using software tools for performance measuring, testing predictions of general management compared with results from sector managers and support to managers in decision-making. The new developed software provides collection, processing and analysis of KPIs, as well as graphical presentation of their influence on the company performance (Tomic et al, 2018).…”

Section: Introductionmentioning

confidence: 99%

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Performance Management Methods: A Case Study from International Industrial Companies

Kuzmanović

Tešić

Tomić

et al. 2019

Self Cite

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In the period of globalization, the management of international industrial companies has a problem of managing the production performance in different countries. In addition, there is a problem of creating business strategies and organizing effective and efficient production with the lowest costs because there are many indicators that may have impact on production and should be analysed in the decision-making process. The main objective of the research is creation and presentation of new methods for monitoring and analyzing KPIs suitable for displaying a combination of input, process and output measures, which implies the evaluation values of Key Performance Indicators (KPIs) according to their impact on international industrial companies' goals. This study presents a new model for performance analysis based on four main perspectives of international industrial companies. The model is presented using different methods, which include Tool for Action Plan Selection-TAPS, Analytic Hierarchy Process (AHP), Non-parametric Statistical Analysis with Kruskal-Wallis Test and a new method created in Lab View software. The methods are suitable for defining, analysing and visualization of KPIs and their impact on the company performance. Empirical part of the study is conducted in twenty international companies and research is based on assessing defined KPIs by General Management and Sector Managers. The research has largely achieved the objectives which determine that measuring of KPIs has a value for international industrial companies and can influence strategy development and help in organizing efficient production with minimum cost.

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Developing and validating the qualitative labour productivity measurement in service industry

et al. 2021

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Over the past two centuries, labour productivity (LP) measured has long been synonymous with productivity measured in manufacturing quantitative features reflecting to its economic dominance. While manufacturing continues to be critical for economic growth, the world has evolved into a service-based economy that is more customer-focused, labourintensive, and interactive in nature. The dominance of quantitative LP measure is not comprehensive enough to capture soft service factors in the service industry, as it is not solely concerned with quantity but relies heavily on labour quality. Unfortunately, the qualitative LP measure is still under-researched. Therefore, this paper aims at developing measurement scales for a conceptual model of qualitative LP measurement (QLPM) and its strategic outcomes. To validate the model, exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) were performed. This paper offers the authenticity of qualitative LP, which shifts away from the dependency on quantitative LP measure into a more comprehensive measurement that captured the importance of qualitative factors of LP in the service industry.

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An empirical study of employee loyalty, service quality, cost reduction and company performance

Cited by 43 publications

References 57 publications

General intelligence and emotional intelligence in senior management in the distribution sector: An applied analysis with synthetic indicators

General intelligence and emotional intelligence in senior management in the distribution sector: An applied analysis with synthetic indicators

Performance Management Methods: A Case Study from International Industrial Companies

Developing and validating the qualitative labour productivity measurement in service industry

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