Organizational Performance and Customer Value

Tosti, Donald T.; Herbst, Scott A.

doi:10.1080/01608060903092151

Cited by 9 publications

(12 citation statements)

References 22 publications

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“…In a perfect world, according to Tosti and Herbst, the customer value involves the perception of the service or the product against the cost and effort done to purchase it (Tosti & Herbst, 2009). But in the real world, things are not that easy to apply.…”

Section: Linking Customer Value and Performancementioning

confidence: 99%

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The Impact of Occupational Stress on Employees’ Performance and Customer Value Creation: Case of an American Multinational Company Subsidiary in Morocco

2022

JOP

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This paper intends to determine the extent to which occupational stress impacts individual performance, and whether it affects the customer value creation. The objective is to shine new light on the occupational stress challenges through examining an American multinational company based in Morocco. Therefore, the key question of this study asks the way the occupational stress affects individual performance, and consequently, customer value. A qualitative methodology is adopted and a specific interview guide was developed. The main finding shows a high level of customer value creation is only possible through ensuring a non-stressful working environment, a prerequisite for employees' performance.

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Section: Linking Customer Value and Performancementioning

confidence: 99%

“…Every organization is a behavioral system at its most fundamental level (Tosti & Herbst, 2009). Organizations are led by people for the needs of people: owners, employees, customers, and shareholders.…”

Section: Introductionmentioning

confidence: 99%

The Impact of Occupational Stress on Employees’ Performance and Customer Value Creation: Case of an American Multinational Company Subsidiary in Morocco

2022

JOP

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“…Também compreende transparência (FLYVERBOM;CHRISTENSEN;HANSEN, 2015), comprometimento e responsabilidade pessoal (TOSTI; HERBST, 2009;YOUNG;MAKHIJA, 2014), bem como a adoção de práticas da responsabilidade social e ambiental (TSOI, 2010).…”

Section: Princípios De Relacionamento Com Os Stakeholder -'Legitimidaunclassified

Programa socioambiental e os princípios de relacionamento com os stakeholders

Bogo

Henning

2017

Revista PO: R. Eletr. de Eng. de Produção e Correlatas

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Resumo: Atualmente é comum as organizações demonstrarem um comportamento socialmente responsável e pautado nas relações com os stakeholders. Essa relação, por sua vez, baseia-se em dois princípios de relacionamento, a Legitimidade Corporativa e Stakeholder Fiduciário. Esses dois princípios trazem em sua essência o dever dos gestores de gerir a empresa de forma a atender aos stakeholders. A partir dessa percepção, a Termotécnica, uma empresa que usa poliestireno expandido (EPS) em seu processo produtivo, desenvolveu o Programa Reciclar EPS. Portanto, com base nessas informações este estudo teve como objetivo demonstrar como um programa socioambiental de reciclagem contribui para atender aqueles dois princípios. Este é um estudo de caso único, apoiado na proposição teórica de que programas socioambientais atendem aos princípios de relacionamento com os stakeholders e adota a técnica da Análise de Conteúdo e sistema Nvivo para auxiliar na organização e análise dos dados. Os resultados indicam que o Programa Reciclar EPS proporciona aos gestores legitimidade corporativa e assegura a confiança nas relações fiduciárias, portanto, a licença social para operar.Palavras-chave: Socioambiental. Legitimidade. Fiduciário. Stakeholder. Abstract:It is common nowadays for organizations to demonstrate socially responsible behavior based on relationships with stakeholders. These relationships, in turn, are based on two relationship principles, Corporate Legitimacy and Fiduciary Stakeholder. At their core, these two principles lead to the duty of managers to manage the company in order to serve the stakeholders. Based on this view, Termotécnica, a company that uses expanded polystyrene (EPS) in its production process, has developed the Recycle EPS program. Based on this information, this study will demonstrate how a socio-environmental recycling program contributes to these two principles. This is a unique case study, supported by the theoretical proposition that socio-environmental programs meet the stakeholder relationship principles. It adopts the content analysis technique and the Nvivo system to assist in the organization and analysis of data. The results indicate that the Recycle EPS program provides managers with corporate legitimacy and ensures trust in fiduciary relationships, and therefore the social license to operate.

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“…Ajila and Abiola (2004) examine that intrinsic rewards are rewards contained in the employment itself like fulfillment from finishing a task successfully, appreciation from the supervisor, self-sufficient, and so on, while extrinsic rewards are substantial rewards like pay, bonuses, fringe benefits, promotions, and so forth. Tosti and Herbst (2009) examine about behavior systems approach which can be utilized to accomplished a customer focused organization through cases and reports from consultation cases. Filipkowski and Johnson (2008) analyzed the connections between measures of employment uncertainty, organizational duty, turnover, non-attendance, and laborer performance within a manufacturer.…”

mentioning

confidence: 99%

Assessing the Relationship between Rewards and Employees’ Motivation in Some Selected Non-Profit Organizations in Abuja, Nigeria

Ekhayemhe

Oguzie

2018

IJBEG

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This study examines the relationship between rewards and employee’s motivation in four selected non-profit organizations in Abuja, Nigeria. The employees of the four organizations (Action Aid Nigeria, African Development Foundation (ADF), African Youth Growth Foundation (AYGF) and Think Nigeria First Initiative) were taken as sample of the study. The objectives of this study were to find out the relationship between rewards and employees’ performance in the non-profit organizations in Abuja, Nigeria and also to ascertain the extent to which both intrinsic and extrinsic rewards impact on employees' performance. Self-designed questionnaire was used for data collection.180 questionnaires were distributed and 154 were returned, hence the response rate was 83.2%. The data was analyzed using the techniques of rank correlation coefficient and multiple regression analysis. All the findings were tested at 0.01 and 0.05 level of significance. The result concludes that there is a direct relationship between extrinsic rewards and employee’s motivation. However, intrinsic rewards found an insignificant impact on employee motivation.

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Organizational Performance and Customer Value

Cited by 9 publications

References 22 publications

The Impact of Occupational Stress on Employees’ Performance and Customer Value Creation: Case of an American Multinational Company Subsidiary in Morocco

The Impact of Occupational Stress on Employees’ Performance and Customer Value Creation: Case of an American Multinational Company Subsidiary in Morocco

Programa socioambiental e os princípios de relacionamento com os stakeholders

Assessing the Relationship between Rewards and Employees’ Motivation in Some Selected Non-Profit Organizations in Abuja, Nigeria

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