Antecedents of Customer Satisfaction Affecting Broadband Loyalty

Howard, Caroline; Lartey, Franklin M.; Hargiss, Kathleen M.

doi:10.4018/ijsita.2015010103

Cited by 4 publications

(4 citation statements)

References 28 publications

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“…As such, the proportion of males was 48.8%, while that of females was 51.2%. This demographic breakdown is like that of a recent study by Lartey et al (2015) that had a sample with 44.2% of males and 55.8% of females, suggesting that the random sampling of this study produced the expected proportions of males and females. Table 1 represents the demographic breakdown of participants by gender.…”

Section: Demographic Description Of the Samplesupporting

confidence: 76%

Do Performance Goals and Development, Feedback and Recognition, and a Climate of Trust Improve Employee Engagement in Small Businesses in the United States?

Tate¹,

Lartey²,

Randall³

2021

IBR

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Small businesses are the predominant contributors to the U.S. economy, yet they face many challenges to remain competitive and sustainable. There are several reasons a small business could fail, including a lack of human resources, limited financial resources, competition, technological advancements, disaster, and globalization. Improving employee performance by getting them engaged and productive in their work is an issue that cannot be overlooked for small businesses to function and remain competitive. There is limited empirical evidence that explains the dimensions of performance management and employee engagement in small businesses. However, how small businesses sustain their long-term performance remains uncertain. This study sought to bring together two previously distinct constructs: overall employee engagement and overall performance management, characterized by performance goals and development, a climate of trust, and feedback and recognition. The research was correlational in nature. A survey was conducted to generate and analyze data gathered from 121 employees of small businesses located in the United States. A series of Pearson correlation analyses confirmed the existence of statistically significant positive relationships between employee engagement and each variable of performance management, namely performance goals and development, feedback and recognition, and climate of trust. Notwithstanding these positive correlations, a multiple regression model with the three performance management variables as independent variables and employee engagement as the dependent variable suggested that there was a statistically significant regression model F(3, 117) = 32.34, p < .001, R2 = .453, explaining 45.3% of the variability in employee engagement. Nonetheless, this model confirmed that the variables performance goals and development and climate of trust were not statistically significant in the model (p > .05). In other words, only the feedback and recognition variable was statistically significant in the regression model, suggesting that it explained most of the variability in engagement, including that already explained by the other two variables. Overall, the outcome of this study suggests that small businesses implementing performance management processes have more engaged employees. The conclusions drawn from these findings suggest that overall performance management and overall employee engagement contribute to small business productivity and organizational success.

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Section: Demographic Description Of the Samplesupporting

confidence: 76%

Do Performance Goals and Development, Feedback and Recognition, and a Climate of Trust Improve Employee Engagement in Small Businesses in the United States?

Tate¹,

Lartey²,

Randall³

2021

IBR

Self Cite

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show abstract

“…Based on the preceding, this sample size was deemed acceptable for a CFA. [60]. Because the goal in doing CFA is not to optimize the model but to confirm the underlying structure, even though most indices did not fit well, the χ 2 /df was deemed acceptable to consider that the model fitted the data for this study.…”

Section: Confirmatory Factor Analysismentioning

confidence: 99%

Relationship between Computer-Mediated Communication and Employee Engagement among Telecommuting Knowledge Workers

Tate¹,

Lartey²,

Randall³

2019

JHRSS

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Virtual teams are increasingly expanding across the workforce facing many challenges to remain competitive. Like traditional "brick-and-mortar" workforces, there may be challenges within virtual teams that affect organizational success such as employee engagement, job satisfaction, commitment, leadership, trust, and knowledge sharing. However, it is uncertain how virtual teams maintain long-term sustainability. This research study brings together two constructs, employee engagement and computer-mediated communication, to examine their importance and relevancy in virtual team's effectiveness (success). Further, social exchange theory (SET) theoretical foundation explained employee motivation and satisfaction behaviors. This research employed a quantitative, non-experimental explanatory research design and used two instruments to investigate the relationship between computer-mediated communication (CMC) competence and employee engagement in telecommuting knowledge workers in the US. To measure dimensions of employee engagement, the researchers used the Utrecht Work Engagement Scale (UWES-9) and the Computer-mediated Communication (CMC) competence model to measure 5 subscales of computer-mediated communication, i.e. expressiveness, attentiveness, efficacy, knowledge, motivation. The target population was a random sample of 134 teleworkers. Demographic information collected included age, gender, education level, and number of years of service. The findings suggest that the most significant predictor of engagement is attentiveness, followed by expressiveness, and then motivation. Thus, leadership can engage in telecommuting knowledge workers to increase and maximize productivity.

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“…We used Reichheld's 11-point Likert scale for NPS measurements to survey digital bank customers (Reichheld, 2003). Previous banking studies (Howard et al, 2015;Kato et al, 2023) have used Likert-scale scales ranging from 1 to 7 along with an 11-point NPS scale. The NPS and customer demographic items were the only items that were not determined on a seven-point Likert scale.…”

Section: Research Methodology 51 Methods and Data Collectionmentioning

confidence: 99%

A study on driving factors for enhancing financial performance and customer-centricity through digital banking

Bhatnagr,

Rajesh,

Misra

2024

IJQSS

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Purpose This study aims to develop a customer-centric model based on an online customer experience (OCE) construct relating to e-loyalty, e-trust and e-satisfaction, resulting in improved Net Promoter Score for Indian digital banks. Design/methodology/approach This study used an online survey method to gather data from a sample of 485 digital banking users, from which usable questionnaires were obtained. The obtained data were subjected to thorough analysis using partial least squares structural equation modelling to further investigate the research hypotheses. Findings The main factors determining digital banks’ OCE were perceived customer centrality, perceived value and perceived usability. Additionally, relevant constructs were evaluated using importance-performance map analysis. Research limitations/implications This study used convenience sampling for the urban population using digital banking services; therefore, the outcome may be generalized to a limited extent. To further strengthen digital banking, it would be valuable to imitate studies in other countries. Originality/value There is a lack of research on digital banking and OCE in India; thus, this study will help rectify this issue while providing valuable insights. This study differs from others in that it examines the connections between online customer satisfaction, loyalty, trust and the bottom line of financial institutions using these factors as dependent variables instead of traditional measures.

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Antecedents of Customer Satisfaction Affecting Broadband Loyalty

Cited by 4 publications

References 28 publications

Do Performance Goals and Development, Feedback and Recognition, and a Climate of Trust Improve Employee Engagement in Small Businesses in the United States?

Do Performance Goals and Development, Feedback and Recognition, and a Climate of Trust Improve Employee Engagement in Small Businesses in the United States?

Relationship between Computer-Mediated Communication and Employee Engagement among Telecommuting Knowledge Workers

A study on driving factors for enhancing financial performance and customer-centricity through digital banking

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