جستجوی مقالات مرتبط با کلیدواژه "سازمان های خدماتی" در نشریات گروه "علوم انسانی"

The purpose of this research is to design a comprehensive model of emotional labor in service organizations. The approach of this research is qualitative, and developmental. Considering the existence of a suitable background, the main goal of the this research is to systematically review the concept of emotional labor. Therefore, researches about emotional labor were considered in the period from 1983 to 2023, and 80 qualitative and quantitative researches were selected for a more detailed study. Findings show that emotional labor model can be categorized into five comprehensive themes, 14 organizing themes and 50 basic themes.The dimensions of emotional labor, effective factors, moderating factors, mediating factors, and consequences form five comprehensive themes in the emotional labor model. The number of interactions, the variety of emotions, the intensity of emotions and the duration of the interaction are job components of emotional labor. Surface acting, deep acting and expressing real feelings are the behavioral components of emotional labor. Effective factors of emotional labor include demographic, personality, occupational and situational characteristics, and attitudinal and organizational factors.Emotional labor consequences are classified as a person's health status, attitudinal and organizational consequences, and customer's attitude and behavior. The mediators are person's health status and attitudinal and organizational characteristics. Finally, emotional labor modifiers are individual characteristics, job characteristics, and attitudinal and organizational characteristics.The results of the current research, by strengthening a comprehensive view of emotional labor, help organizations to increase the quality of emotional labor of employees and reduce emotional labor injuries.

The increasing need of organizations for capable and talented managers reflects the fact that identifying and utilizing qualified employees is a major challenge facing organizations. Thereof, designing and running scientific processes based on competency for evaluation, training and promoting managers has received special importance. Moreover, it requires identifying and prioritizing effective indicators in this process. The present study tries to provide the main competencies of promoting executive managers with the aim of optimal evaluation and job training with a scientific approach and using expert opinions. The following study goes under applied research method that has been carried out by descriptive survey approach. In the first step, by studying and reviewing scientific texts and reviewing the research background, the initial indicators were identified. Then, the indicators were refined and revised with the opinion of experts, and in the final step, the selected indicators were prioritized with the help of the latest multi-criteria decision-making method called "best-worst method". The results show that factors: "managerial, individual, organizational, social, technical and cultural" should be considered as the most important key criteria for evaluation, training and job promotion of executive managers, respectively. For this purpose, 27 main indicators have been introduced in 6 factors.

In recent years, the term "customer relationship management" has attracted much attention in the field of marketing and commerce. This study aimed to an analysis of the effect of customer relationship management dimensions on its success in service organizations with a meta-analysis approach. For this purpose, from 62 studies (from 2014 to 2018), 18 methodological and research objectives were accepted and meta-analysis was carried out on them. The research tool was a meta-analytic checklist. The findings showed that the propagation bias in the analyzed analysis is intangible. Also, the size of the impact of customer relationship management dimensions on the success of customer relationship management in service organizations was found to be 0.59 (Sig: 0/001). Accordingly, customer orientation (with an influence size of 0.601) and customer satisfaction (with a dependence size of 0.65) had the greatest impact on customer relationship management. The effect size according to Cohenchr('39')s table is too high. We conclude that businesses are based on customer orientation and customer satisfaction so that the development and provision of services without considering this principle is not only difficult but impossible. Therefore, service organizations should focus all their activities and capabilities on customer satisfaction, because customers are the only source of return on investment. However, competitive markets today require all organizations to be customer-oriented.

The emergence of private banks alongside state-owned banks and the increasing intensity of competition between them has caused banks to spend a large part of their energy and power to improve their performance and productivity, which can be increased by increasing management coaching activities. Therefore, the purpose of this study is to identify coaching indicators in service organizations (studied in the private banking industry).

This research is of mixed type. The type of research in the qualitative section was content analysis. The participants in this section were professors and experts in the banking system. The sample size was selected by 15 people after theoretical saturation and purposefully. Data were collected through semi-structured interviews and data analysis using the thematic technique. The type of research in the quantitative part was descriptive-survey in which the statistical population was equal to all employees of private banks with a sample size of 257 people and selected by category. Data analysis in this section was using confirmatory factor analysis and Amos software.

The findings showed that the categories of coaching in the field of private banking include "knowledge and expertise, ethics, personality traits, shared values, leadership, coaching techniques, management skills".

Using the findings of this study can nurture the talents of employees and turn human resource weaknesses into strengths for the organization. It also increases the succession capacity of the organization and in the long run, can increase productivity in the organization.