Employee and customer loyalty: two targets, one endeavor?

IF 3.3 3区 管理学 Q1 INDUSTRIAL RELATIONS & LABOR
Sergio Pelaez M, Juan Pablo Román Calderón
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引用次数: 1

Abstract

PurposeRecently, leading scholars suggested that firms should align strategic and tactical human resource management efforts to cope with growing turnover rates, and that the human resource management field should broaden its scope by embracing the views of all stakeholders. In this research paper, the authors aim to present a study inquiring about the influence of the implementation of an employee experience strategy on employee loyalty and the effect of employee loyalty on customer loyalty in a firm operating in the service sector.Design/methodology/approachThe authors used longitudinal data collected yearly from 2020 to 2022. Overall, 766 employees participated in the longitudinal study. The authors also analyzed cross-sectional data from 166 employees and their customers.FindingsThe study’s results suggest that implementing an employee experience strategy increases employee loyalty. The study’s findings also indicate that organizations implementing such a human resource management strategy reach employee and customer loyalty.Originality/valueThere is a lack of evidence about the positive effect of the alignment of an employee experience strategy and tactics on different organizational stakeholders. This study provides insights for scholars and practitioners willing to use the employee and customer experience framework to positively impact organizations.
员工和客户忠诚:两个目标,一个努力?
最近,主要学者建议企业应该调整战略和战术人力资源管理工作,以应对不断增长的离职率,人力资源管理领域应该通过接纳所有利益相关者的观点来扩大其范围。在这篇研究论文中,作者旨在提出一项研究,探讨员工体验战略的实施对员工忠诚度的影响,以及员工忠诚度对服务行业企业客户忠诚度的影响。设计/方法/方法作者使用了从2020年到2022年每年收集的纵向数据。总共有766名员工参与了这项纵向研究。作者还分析了166名员工及其客户的横断面数据。研究结果表明,实施员工体验策略可以提高员工的忠诚度。研究结果还表明,实施这种人力资源管理战略的组织达到了员工和客户的忠诚度。原创性/价值关于员工体验战略和策略对不同组织利益相关者的积极影响,缺乏证据。本研究为愿意使用员工和客户体验框架对组织产生积极影响的学者和实践者提供了见解。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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来源期刊
Personnel Review
Personnel Review Multiple-
CiteScore
7.10
自引率
7.70%
发文量
133
期刊介绍: Personnel Review (PR) publishes rigorous, well written articles from a range of theoretical and methodological traditions. We value articles that have high originality and that engage with contemporary challenges to human resource management theory, policy and practice development. Research that highlights innovation and emerging issues in the field, and the medium- to long-term impact of HRM policy and practice, is especially welcome.
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