최고경영자의 장기지향성 및 판매종업원의 동기요인과 고객감동 지향성

• 영문명: The Influence of Top Management's Long-term Orientation and Employee's Motivation on Customer Delight-Oriented Behavior
• 발행기관: 한국산업경영학회
• 저자명: 최낙환(Nak Hwan Choi) 박정웅(Jeong Woong Park)
• 간행물 정보: 『경영연구』 第29卷 第4號, 1~31쪽, 전체 30쪽
• 주제분류: 경제경영 > 경영학
• 파일형태: PDF
• 발행일자: 2014.11.30

국문 초록

본 연구는 최고경영자의 장기지향성과 판매종업원의 내재적 외재적 모티베이션 요소가 판매종업원의 고객감동 지향성에 영향을 미치는 과정에 초점을 두고 있다. 최고경영자의 장기지향성은 판매종업원에게 최고경영자가 고객감동활동을 강조함을 지각하게 하여 고객감동 역할명료성수준을 높이고, 판매종업원이 고객에게서 느끼는 내재적 보상은 고객감동 역할명료성을 매개로 고객감동 활동경험에 정의 영향을 주는 것으로 나타났다. 기업의 외재적 보상이 종업원의 고객감동활동경험에 직접적으로 긍정적인 영향을 줄 것이라는 가설은 기각되었지만, 고객감동 역할명료성 지각을 통하여 고객감동활동경험에 간접적인 영향을 주는 것으로 분석되었다. 그리고 고객감동활동경험, 고객감동 역할명료성, 최고경영자가 고객감동활동을 강조한다는 지각은 판매종업원의 고객감동 지향성에 정의 영향을 주는 것으로 분석되었다. 종합적으로 판매종업원은 최고경영자의 장기지향성에 의해 고객감동활동이 강조됨을 지각하고, 내재적 외재적 모티베이션요소가 판매종업원의 고객감동 역할명료성수준을 높이고 고객감동활동경험을 촉진하여 판매종업원의 고객감동지향성에 긍정적인 영향을 미치는 것으로 분석되었다.

영문 초록

The present study focuses on the mediators that influence the effects of top management's long-term orientation, sales people's intrinsic motivation affected by customers as well as corporations' extrinsic reward system on sales people's customer delight-oriented behaviors. An empirical analysis was conducted with experimental objects of field sales force, tele-marketing sales force, couriers, and order takers in the office working at the Korea branch of 'F' express corporation. The empirical study led to following results: First, the hypothesis that top management's accentuation of customer delight would exercise positive impact on employees' customer delight-orientation was supported positively. Sales people's awareness of top management's accentuation of customer orientation turned out to have direct influence upon sales people's customer delightorientation. Second, the hypothesis that employees' experience of customer delight would exert positive influence on their customer delight-orientation was also supported positively. Third, the analysis supported the hypothesis that employees' perception of role clarity to delight customers would have positive influence on customer delight-orientation. Fourth, the hypothesis that top management's emphasis of customer delight would have positive impact upon their clear awareness of the role to delight customers was also backed up by the analysis. Fifth, it was supported that employees' perception of role clarity to delight customers would affect their experience of activities to delight customers. Sixth, while the hypothesis that corporations' extrinsic reward system would positively affect employees' experience of customer-delight activities was rejected, the hypothesis that it would positively affect employees' perception of role clarity to move customers was upheld. The finding like this might signify that corporations' reward system including financial benefit, promotion, etc. would have nothing to do with activities to delight customers but would exert positive influence on employees' clear awareness of the role to please customers to a certain extent. Seventh, the study backed up the hypothesis that employees' intrinsic sense of reward from customers would positively affect their experience of customer-delight activities, signifying that customers' expression of thanks including recommendation of new customers in reward for sales people's customer delight-oriented activities would promote them to be more active in their role to move customers. Eighth, the hypothesis that employees' intrinsic sense of reward motivated by customers would exercise positive influence upon their role clarity to move customers was supported, an outcome certifying that it would be more intensively needed for customers to express and convey their heart-evoking thanks and sense of delight to sales people for their service delivered, by thus making them feel forced to keep doing their best to move customers. Ninth, it was supported that top management's long-term orientation would mean their accentuation of customer delight-oriented activities on the part of sales people. This might contribute to the conclusion that top management's long-term orientation could make sales people become well aware of top management's accentuation to moves customers.

목차

요약

Ⅰ. 서론

Ⅱ. 이론적 배경과 가설설정

Ⅲ. 구성개념의 측정과 자료수집

Ⅳ. 실증분석

Ⅴ. 결론

참고문헌

Abstract

키워드

최고경영자의 장기지향성 고객감동지향성 고객감동 역할명료성 고객감동활동경험 top management's long-term orientation employee's Motivation customer Delight-Oriented Behavior