Salesperson empowerment in Spanish banks: A performance-driven view

Barrutia, José M.; Abando, Jon Charterina; Gilsanz, Ainhize

doi:10.1057/fsm.2009.6

Cited by 9 publications

(5 citation statements)

References 47 publications

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“…As one branch manager put it "you either work here for a very short period of time and move to Gauteng, or you stay here for the rest of your life." 4 The results from the biographical information in Table II seem to suggest, therefore, that this does appear to be the case. A further possible reason, especially given that the majority of the contact-personnel have been working in their respective position for less than five years, is that given that professionals in general do not typically pursue careers in central South Africa, they are forced to cross-skill and rotate their jobs continually given the constant staff turnaround.…”

Section: Copyright By Author(s); Cc-by 1004mentioning

confidence: 93%

“…As suggested by Kilgore et al (2005), in addition to having senior management purposefully leading a well-defined client-centric vision and get buy-in from contact-personnel, contact-personnel must be provided with an information technology infrastructure that supports the client-centric vision of the bank. Further to this, Barrutla, Charterina, & Gilsanz (2009) investigate the effects of empowerment on the performance of bank contact-personnel and empowerment to be a multidimensional construct that has both psychological and process/operational aspects. They distinguish between process-driven and decision-making empowerment citing benefits such as positive attitudes and job satisfaction, organisational commitment, a high propensity to stay with the organisation, improving innovativeness, word-of-mouth communication, job effectiveness, and productivity.…”

Section: The Role Of Bank Contact-personnel In Client-centricitymentioning

confidence: 99%

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Client-Centricity In South African Retail Banking

Coetzee

2014

IBER

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Client-centricity deals with addressing the needs of clients as they change. It requires contact-personnel who are empowered to not only identify client needs, but address them speedily. This study investigated the perceptions of client-centricity for 559 contact-personnel at three major South African retail banks in central South Africa. The results indicate that in general the contact personnel regard their respective banks as enforcing a client-centric strategy. They do however feel that the support from administrative personnel and the processes that support the sales environment are not always conducive to client-centric principles. This is a particular problem as contact-personnel are attuned to addressing the sales-related product and service offerings of clients as opposed to the process-related administrative burdens attached to the delivery of such products and services. The study also found that the job function of contact-personnel is the most important factor to consider when developing a client-centric strategy. Further to this, contact-personnel with the longest number of years of experience in a specific function are the best to use for management when determining whether or not specific tools to achieve client-centricity are effective. The major contribution of the study is that it focuses specifically on the perceptions of contact-personnel and thus provides additional knowledge of what the bank (through its client-facing staff) itself considers important with regards to client-centricity.

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Section: Copyright By Author(s); Cc-by 1004mentioning

confidence: 93%

Section: The Role Of Bank Contact-personnel In Client-centricitymentioning

confidence: 99%

Client-Centricity In South African Retail Banking

Coetzee

2014

IBER

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“…According to DDE, employees get more decision rights, including the rights to negotiate with customers (e.g., discounts) and to take risks. Barrutia et al (2009) show that employees are positively a¤ected by PDE (i.e., their motivation rises) but, at the same time, negatively a¤ected by DDE (i.e., they make detrimental interest rate and risk decisions). Frank and Obloj (2014) report that bank managers who received discretion over the marketing expenditures, loan sizes and loan interest rates abuse their authority to game their employer's incentive system (e.g., by o¤ering generous discounts).…”

Section: Introductionmentioning

confidence: 94%

“…Several empirical …ndings document that empowered agents indeed choose detrimental actions from their principal's point of view despite possible commitment. Barrutia et al (2009) investigate the e¤ects of salesperson empowerment in banks.…”

Section: Introductionmentioning

confidence: 99%

Empowerment and the Dark Side of Delegation

Kräkel

2018

SSRN Journal

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“…An examination of reseach studies conducted in the field of empowerment shows that empowerment has direct effects on business performance (Patterson, West and Wall, 2004;Price, Briman and Dainty, 2004;Seibert, Silver and Randolph, 2004;Biron and Bamberger, 2007;Yang and Choi, 2008;Barrutia, Charterina and Gilsanz, 2009;Siami and Gorji, 2011;Biron and Bamberger, 2011;Nzuve and Bakari, 2012; Mahama and Cheng, 2013), mediate effects on increasing business performance (Hall, 2008;Harris, Wheeler and Kacmar, 2009;Huang, Iun, Liu and Gong, 2010;Gregory, Albritton and Osmonbekov, 2010;Kim, Sutton and Gong, 2013) and different variables have mediate effects on the relationship between empowerment and business performance (Kirkman et al, 2004;Ahearne, Mathieu and Rapp, 2005;Drake, Wong and Salter, 2007;Tuuli and Rowlinson, 2009;Michna et al, 2011;Ke and Zhang, 2011;Huang, 2012;Chiang and Hsieh, 2012;Fernandez and Moldogaziev, 2013).…”

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confidence: 99%

The Mediating Effects of Trust in Organization and Affective Commitment on the Relationship between Empowerment and Quantitative Business Performance

Eren¹

2014

isader

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ÖzetBu çalışmanın amacı güçlendirme ve işletmelerin nicel performansı arasındaki ilişkiyi ve bu ilişkide örgüte duyulan güven ve duygusal bağlılığın aracılık etkilerini incelemektir. Bu amaçla güçlendirmenin nicel performans üzerindeki etkisinde örgüte güven ve duygusal bağlılığın aracılık etkisini ortaya koyacak yapısal eşitlik modeli (YEM) oluşturulmuştur. Bu çalışmada veri toplama yöntemi olarak anket kullanılmış, veriler üretim sektöründe faaliyet gösteren orta ölçekli işletmelerin çalışanlarından elde edilmiştir. İşletmelere dağıtılan 1000 anketten 360 adet anketin geri dönüşü sağlanmış analizler kullanılabilir durumda olan 353 adet anket ile yapılmıştır. Araştırma sonuçlarına göre; güçlendirme, örgüte güven, duygusal bağlılık ve nicel işletme performansı arasında anlamlı ve pozitif yönde ilişkiler vardır. Ayrıca güçlendirmenin nicel işletme performansı üzerindeki etkisinde örgüte güven ve duygusal bağlılığın aracılık etkisinin olduğu ortaya konmuştur. Anahtar kelimeler: Güçlendirme, Örgüte Güven, Duygusal Bağlılık, Nicel İşletme Performansı Abstract The purpose of this study is to examine the relationships between empowerment and quantitative business performance and the mediator effects of trust in organization and affective commitment on the influence of empowerment on the quantitative business performance. For this purpose, to test the mediator effects of organization in trust and affective commitment on the influence of empowerment on the quantitative business performance structural equation model (SEM) is used. In this study questionnaire was used as data collection method, and the research data was collected from employees of GirişGüçlendirme, bir işgörenin işi ile ilgili konularda, bireysel olarak karar verme, davranma ve harekete geçme ile işini kontrol altına almasını sağlayan süreçtir. Böylece işgörenler işleri ile ilgili konularda karar verirken daha esnek ve özgür olmaları konusunda desteklenmektedir (Nzuve ve Bakari, 2012, s. 84). Güçlendirmeye ilişkin yapılan araştırmalarda, yeni başarılı yönetim şekilleri ile ilişkilendirilen bir yöntem olarak güçlendirmenin temel amacının işletme performansını arttırmak olduğu değerlendirilmektedir. Bu durumda güçlendirme artan rekabet ortamlarında uygulanan, işgörenlerin motivasyon ve insiyatiflerini arttırarak, işin geliştirilmesi, örgütsel performansın ve esnekliğin artırılmasını amaçlayan bir yol olarak görülmektedir (Barrutia, Charterina ve Gilsanz, 2009, s. 42). Bu nedenle güçlendirme, literatürde, örgütsel performansı arttırıcı bir etken, yönetim biliminde oldukça önemli bir kavram olarak ileri sürülmüş ve güçlendirmeyle ilişkili olduğu düşünülen farklı değişkenler araştırma konusu yapılmıştır.Güçlendirme ile işletme performansı arasındaki ilişkileri ortaya koyan çalışmalar incelendiğinde bu çalışmaların üç gruba ayrıldığı gözlenmiştir. İlk grupta, güçlendirmenin performans üzerindeki doğrudan etkisini ortaya koyan çalışmalar yer almaktadır (Barrutia, Charterina ve Gilsanz, 2009; Biron ve Bamberger, 2007; Biron ve Bamberger, 2011; Mahama ve Cheng, ...

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Salesperson empowerment in Spanish banks: A performance-driven view

Cited by 9 publications

References 47 publications

Client-Centricity In South African Retail Banking

Client-Centricity In South African Retail Banking

Empowerment and the Dark Side of Delegation

The Mediating Effects of Trust in Organization and Affective Commitment on the Relationship between Empowerment and Quantitative Business Performance

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