International Journal of Management, Accounting and Economics
Volume:7 Issue: 1, Jan 2020

The main objective of this study was to determine the mediating effect of perceived value on the relationship between service encounter quality and customer satisfaction. The study was anchored on the value percept theory and the service encounter needs theory. Literature from preceding correlated studies was used to develop a conceptual model and hypotheses which were tested using statistical techniques. The study employed a descriptive cross sectional research design. Sampling was done using stratified random technique and a sample of 376 hotel guests was used in the study; a response of 350 (95%) was attained. A pilot study was conducted and reliability of the research tool was tested using Cronbach alpha test, validity tests were also carried out to check whether the tools measure what they were intended to. Four parametric tests; multi-collinearity, normality, heteroscedasticity and linearity of data were done to check the appropriateness and accuracy of the data. Data analysis was done using descriptive statistics, factor analysis, correlations and regression. Results showed that the influence of service encounter quality on customer satisfaction was partially mediated by perceived value and that there was a direct relationship between service encounter quality and customer satisfaction Customers expect that a service is performed right without errors the very first time, therefore, the hotel management must ensure their staff are competent and that other facilities that enhance guests experience like neatness, timely service, modern fixtures meet guest expectations. It was recommended that policy makers and management of hotels in Kenya should improve on service encounter quality and actively pay attention to guests’ expectations. Future research can also be directed at other hotels with lower star ratings as well as the unclassified hotels.

The talented and capable Human Resource is the main competitive advantage for any organization, and in the light of this competitive advantage, deficiencies and shortcomings of other resources will also be compensated. Hence, studying how the three variables of Talent Management, Human Resource Productivity, and Organizational Creativity can affect each other in any organization can reveal the latent potentials of Human Resources. Therefore, the purpose of this study is to investigate the relationship between Talent Management and Human Resource Productivity, considering the mediating role of Organizational Creativity in Shiraz Water Company (Known as ABFA). The statistical population of this study includes 130 experts and managers of ABFA. According to Cochran formula, 97 research sample was calculated, who filled out the questionnaires. Questionnaire was the main tool for data collection and measurement of research variables and Cronbach’s Alpha was used to determine the reliability of the variables. In addition, SPSS and LISREL were used for data analysis. As a result, the relationship between Talent Management and Productivity, as well as the relationship between Organizational Creativity and Productivity, was positive, but the relationship between Talent Management and Organizational Creativity was only positive at the graduated level (MA and PhD experts and managers). Given these relationships, it can be concluded that the Organizational Creativity (as a mediating variable) can have a positive impact on the relationship between the two other variables at Shiraz Water Company.

Corporate organizations are experiencing the challenges of understanding the factor that has significant and positive relationship on their performance. The aim of this study is to determine the role of effective leadership style on organizational performance. The aim of the findings of this study focuses on a significant and positive relationship between appropriate leadership style and organizational performance. The development of this extensive literature review, suggestions and conceptualization would be helpful for researchers while they aim for further empirical investigation of job engagement and organizational performance.

The purpose of this study is to examine the impact of workplace coaching on employees’ performance in Malaysia mediated by rewards and recognition. Many studies in the past examined the influence of coaching on employee performance, the relationship between coaching and rewards and recognition, as well as the impact of rewards and recognition on employee performance. However, there is limited research on the influence of coaching and employee performance mediated by rewards and recognition appears to have been conducted or examined. There is also inadequate literature on the impact of rewards and recognition on coaching. Based on the critical review of research literature, the questionnaire for this research was developed and divided into three sections based on dependent, independent and mediating variables. In this research, the dependent variable is employee performance, independent variable is coaching, and the mediating variable is rewards and recognition. The conceptual framework is developed using the assumptions of Motivation Theories, Social Exchange Theory, Reinforcement Theory and Psychodynamic Theory. The research used survey approach with a Likert Scale-based survey questionnaire (with 1 to 5 scale – from strongly disagree to strongly agree). The sampling technique adopted for respondent’s selection is convenient sampling. Total of 200 questionnaires are distributed to employees in Malaysia who have had experience in being either a coach or a coachee at a workplace. SPSS Amos Confirmatory Factor Analysis (CFA), Structural Equation Modelling (SEM) and Regression Analysis are used to analyze the data collected. Based on the finding from this research it is found that coaching has a 31.8% positive impact on employee performance, 63.5% positive impact on Rewards, while rewards have a 39.2% impact on employee performance and impact of coaching on employee performance is mediated by rewards has an effect size of 24.9% . Future research should consider looking into other possible mediating factors; consider larger samples looking into different sectors and a different approach in the moderation effect such as demographic profiles of coaches and coachees. The foreseen limitation of this research is the sample size which may not represent the entire workforce population and work sectors in Malaysia. On the other hand, this research has only considered the mediating factors of rewards and recognition while there could be other mediating factors that could influence employee performance. There is also an opportunity in the future to examine different types of coaching and relationship between coach and coachee that may add value to the practical usefulness of the findings.