task interdependence, leader-member exchange, person-job fit, perceived stress, emotional dissonance, and cognitive dissonance. The six variables, in turn, were posited to affect the second-degree process variable affective commitment and the output variable turnover intent. Affective commitment was also hypothesized to affect turnover intent and mediate the effects of the firstdegree variables on turnover intent. The hypothesized relationships in the model were analyzed via structural equation modeling (SEM) using a sample of 689 call center agents working in eight call centers in the country.
The results of the hypotheses testing revealed that perceived customer unfriendliness has adverse effects on task interdependence and leader-member exchange, while it has positive effects on perceived stress, emotional dissonance, and cognitive dissonance. On the other hand; the input variable strategic deception has a negative impact on task interdependence and positive effects on perceived stress, emotional dissonance, and cognitive dissonance. In tum, task interdependence affects affective commitment positively and turnover intent negatively; while perceived str.ess, emotional dissonance, and cognitive dissonance affect affective commitment negatively and turnover intent positively. Leader-member exchange and person-job fit have positive effects on affective commitment; however, their impacts on turnover intent are insignificant. Affective commitment is a direct antecedent of turnover intent. Furthermore, it partially mediates the effects of task interdependence, perceived stress, emotional dissonance, and cognitive dissonance on turnover intent. Also, it fully mediates the effect of leader-member exchange on turnover intent.
The findings are expected to make valuable contributions to the literature and the Philippine call center industry. Overall, the results provide insightful information about current issues and factors that have significant associations with the formation of turnover intent of call center workers. The results have several valuable implications that are helpful to the workers and the call centers. These implications include the development of intervening programs that will help call center agents improve personally and professionally and lessen the likelihood of developing high turnover intent. The study also has several methodological and substantive limitations, and recommendations for future research are given.
Description: 338 leaves
Tue, 01 Jan 2019 00:00:00 GMThttps://archive.cm.mahidol.ac.th/handle/123456789/60942019-01-01T00:00:00ZThe job demands resources model in Thailand: A longitudinal study of antecedents to work engagement.
https://archive.cm.mahidol.ac.th/handle/123456789/6093
Title: The job demands resources model in Thailand: A longitudinal study of antecedents to work engagement.
Authors: Manjiri Kunte
Abstract: Using the job demands resources model, this study employed a longitudinal research design to test the predictive power of time 1 antecedents to predict time 2 work engagement. At two occasions, 182 Thai employs responded to a set of questions pertaining to the job demands, job resources, and personal resources. With the help of hierarchical regression analyses and moderation analysis, this study proved that role ambiguity and job demands were related to work engagement. In addition, this study established self-efficacy as a moderator in the job dema,nds - work engagement relationship. The findings of the study wiil benefit managers and leaders to formulate recruitment and selection, training and development, and employee retention policies. This was the first study to test the job demand resources model in Thailand.
Description: 267 leavesSun, 01 Jan 2017 00:00:00 GMThttps://archive.cm.mahidol.ac.th/handle/123456789/60932017-01-01T00:00:00ZApplications of the life course paradigm to family life cycle and later life stage consumer behaviors.
https://archive.cm.mahidol.ac.th/handle/123456789/6092
Title: Applications of the life course paradigm to family life cycle and later life stage consumer behaviors.
Authors: Thuckavadee Sthienrapapayut
Abstract: The family life cycle (FLC) concept focuses on how family life transitioning events affect behavior. Each stage of family life exhibits particular social roles, expected age ranges, and behaviors (including consumption patterns). Family life cycle stages are applied for market segmentation with an assumption of homogeneity in consumer behavior based on social roles and age. Though the FLC model has been verified to be a fruitful tool for marketing and consumer behavior studies, its assumptions raise several queries. Can one assume homogeneous consumer behavior within each FLC stage? What may account for within FLC stage differences in consumer behaviors? Does timing of transitional FLC events and the length of time people occupy a FLC stage affect consumer behavior? This dissertation applies the life course paradigm to address such FLC assumptions. The life course paradigm is composed of multi-theoretical perspectives that could explain how life events and contexts affect the onset, change, and continuity in behaviors. This dissertation, therefore, uses the life course paradigm in three studies to overcome the limitations of the present FLC models.
The first study examines life course perspectives and assumptions at all stages of the family life cycle. It applies the life course paradigm to examine variation in consumer behaviors within a particular stage of family life as a result of life course contexts. The life course contexts in this study comprise two main factors-temporal factors (timing of transition within FLC and duration of FLC stage), and life changing events (role-changing events and unexpected/non-programmed events). Consumer behavior, in this study, comprises nine general product/service categories. Based on a sample of 871 Thai participants, the study found that life course contexts (temporal and life events) influence consumer behavior at certain stages of family life.
To apply life course assumptions to a particular stage of family life, the second and third studies focus on old-age stages. The second study examines life course assumptions about old-age stage behavior. It focuses on older adults aged 45 and above. Most marketers treat the mature stages as exhibiting homogeneity in consumer behavior. Life course scholars concede that individuals have different aging processes, explained by life course contexts, such as life experiences and timing of old-age role-related experiences. This study assumes that the old-age market segment may need further sub-segmentation owing to heterogeneous life course contexts which can give rise to heterogeneity in consumer behavior. Based on a sample of 511 Thai participants, the findings show that historical life events and duration of occupied old-age stage affect the level of consumption in old-age role-related activities.
The third study applies life course as a theoretical explanation and methodological support for a new age measure, 'gerontographics', for segmenting the old-age consumer market. In marketing studies, age is a conventional indicator for predicting behavior. However, life course scholars claim that people may behave contrary to their actual age as a result of their biophysical, psychological and social aging. People exhibit unique values and behavior because of their aging process. The aging processes are embedded within life course contexts, such as historical life experiences, socialization arid biophysical conditions. Gerontographics is a new age measure that attempts to classify the old-age stage into four sub-segments: healthy indulgers, healthy hermits, ailing outgoers and frail recluses. This study aims to propose 'gerontographics' as an alternative model to age and cognitive age. Utilizing the same sample of 511 Thai participants from the second study, findings show that the gerontographics model is more powerful in predicting certain types of older adults' consumer behavior compared to age and/or cognitive age. Furthermore, this measure gauges aging processes to validate the presence in the Thai context of similar gerontographic segments to those in the United States.
The implications of these three studies might be limited iri terms of applicability in other cultural settings, as the findings and analysis are offered solely in the Thai cultural context. A larger sample size may provide better reliability and validity. Numerous interesting aspects of consumer behavior, such as pricing sensitivity, brand loyalty, or promotion activities, should be should be the focus of further research on the predictive power of the gerontographics model.
Description: 237 leavesSun, 01 Jan 2017 00:00:00 GMThttps://archive.cm.mahidol.ac.th/handle/123456789/60922017-01-01T00:00:00ZAn analytical approach to develop a strategic roadmap guiding a firm to become an innovative organization.
https://archive.cm.mahidol.ac.th/handle/123456789/6091
Title: An analytical approach to develop a strategic roadmap guiding a firm to become an innovative organization.
Authors: Norawat Chutivongse
Abstract: Since organizations encounter fierce competition and high pressure to survive due to business uncertainty, innovation has become a key driver for the creation of sustainable organizational competitiveness under the business dynamic. An organization requires proper organizational systems and characteristics to organize and manage its innovation activities effectively. The term innovative organization was created to explain appropriate finn characteristics and processes for supporting and sustaining innovation activities. However, a systemic process for developing an organization into an innovative organization still needs to be explored.
This research proposes an analytical approach along with a model for assessing an organization's level of innovativeness to instruct firms on how to become an innovative organization. The assessment model is constructed with the key dimensions influencing an innovative organization to analyse the current level of the organizational characteristics required to be innovative and to diagnose the strategic areas needed for improvement. Based on the results, management teams can determine the proper strategic direction along with the development of a strategic roadmap to guide their organization to become an innovative organization.
Description: 234 leavesSun, 01 Jan 2017 00:00:00 GMThttps://archive.cm.mahidol.ac.th/handle/123456789/60912017-01-01T00:00:00Z