||Integrative Perspectives on the Influences of Leadership Style, Job Satisfaction, Organization Commitment, and Role Service Behavior on Telesales Performance
||Executive Master’s Program of Business Administration（EMBA） in Management Sciences
role service behavior
近幾年金融電話行銷業,歷經2005年雙卡債風暴及2008年金融風暴影響, 許多外商金融公司紛紛選擇離開台灣市場或合併,再者外在環境,如:消費者隱私意識抬頭、詐騙電話的衝擊、個人資料保護法的施行等等…影響了整個消費金融業的電話行銷人員流動率不斷升高、流動率的增高，致使電話行銷人員的平均產能下滑，營運績效不如以往，經營成本拉高, 這些都成了電話行銷的阻力與潛在危機。
本研究以某外商銀行內的各個事業體包括：信用卡、個人信貸、房貸、財富管理及客戶關係維繫部之電話行銷人員為研究對象，並整合電話行銷主管及客戶端的問卷反應，綜合其觀點做為研究標的。本研究針對外商金融電話行銷人員探討其產業之領導型態、工作滿意度、組織承諾、角色服務行為以及工作績效的構面因素，並建立結構方程關係模式(Smart PLS)來驗證領導型態、工作滿意度、組織承諾、角色服務行為以及工作績效之關鍵因素及其相互關聯性，做為金融電話行銷業擬定相關策略之參考依據。因此本研究目的包括：一、探討領導型態、工作滿意度、組織承諾、角色服務行為以及工作績效之構面因素 二、探討領導型態、工作滿意度、組織承諾、角色服務行為以及工作績效之間的影響 三、依據研究結果提供管理意涵和未來可研究方向給外商金融公司及後續研究者做為未來參考。
The credit and cash-card debt crisis in 2005 and the financial crisis in 2008have caused numerous foreign financial companies to merge or leave Taiwan. Furthermore, external environments such as a rising consumer sense of privacy, the shock of scam phone calls, and the implementation of the Personal Information Protection Act have influenced the entire consumer finance business with an increasing telesales turnover rate. The high turnover rate has decreased the previous average productivity and performance capacity and increased operating costs, which has become a telemarketing obstacle and potential crisis.
The target population of this study is telesales personnel working in every business unit of a foreign bank, including credit card, personal loan, mortgage loan, wealth management, and customer retention. We collected 306 useful data samples, which were analyzed using partial least squares (PLS). This research explores the correlation between performance and factors, including organizational commitment, leadership style, employee satisfaction, in-role service behavior, and extra-role service behavior. The purpose of this study is as follows. First, This study discussion the correlation between performance and factor, include organizational commitment leadership style, employee satisfaction, in-role service behavior, and extra-role service behavior. Second, this research explores the affect between performance and influence; include organizational commitment leadership style, employee satisfaction, in-role service behavior, and extra-role service behavior. Finally, the study offers management implications and research directions to future researchers.
||Table of Contents
Table of Contents III
List of Figures V
List of Tables VI
Chapter 1 Introduction 1
1.1 Research Background and Topic 1
1.2 Research Process and Thesis Organization 3
Chapter 2 Literature Review and Research Hypothesis 5
2.1 Literature Review 5
2.1.1Organizational Commitment 5
2.1.2 Transformational Leadership 6
2.1.3 Intrinsic Job Satisfaction and Extrinsic Job Satisfaction 8
2.1.4 Extra-Role and In-Role Service Behaviors 9
2.1.5 Performance Evaluation by Leaders and Customers 11
2.2 Research Hypothesis 12
2.2.1 The Relationship Between Organizational Commitment and Job satisfaction 12
2.2.2The Relationship Between transformational leadership and Job satisfaction 15
2.2.3 The Relationship between Job Satisfaction and Role Service Behaviors 16
2.2.4 The Relationship between Service Behaviors and Performance 17
Chapter 3 Methodology 20
3.1 Research Framework 20
3.2 Research Setting 20
3.3 Questionnaire Design 21
3.4 Sampling and Data collection 26
3.5 Data Analysis Method 27
3.5.1 Descriptive Statistics Analysis 27
3.5.2 Reliability and Validity Analysis 27
3.5.3 Structural Equation Model 27
Chapter 4 Data Analysis and Results 28
4.1 Respondent Profiles 28
4.2 Measurement Model Result 30
4.2.1 Reliability Analysis 30
4.2.2 Validity Analysis 31
4.3 Structural Model Hypothesis Test 36
Chapter 5 Conclusions 39
5.1 Research Discussion 39
5.2 Theoretical Implication 40
5.3 Managerial Implications 42
5.4 Research Limitations and Future Research 43
List of Figures
Figure 1.1 Research Process 4
Figure2.1 A Three-component Model of Organizational Commitment Source: Allen and Meyer (1990) 6
Figure 3.1 Research Framework 20
Figure 4.1 Result of PLS analysis 37
List of Tables
Table 3.1Organization commitment-Affective commitment items and Literature sources 22
Table 3.2 Organization commitment- Continuance commitment items and Literature sources 22
Table 3.3 Organization commitment- Normative commitment items and Literature sources 23
Table 3.4 Intrinsic satisfaction items and Literature sources 23
Table 3.5 Extrinsic satisfaction items and Literature sources 24
Table 3.6 Transformational leadership items and Literature sources 24
Table 3.7 In-Role items and Literature sources 25
Table 3.8 Extra-role items and Literature sources 25
Table 3.9 Performance evaluation by eader items and Literature sources 25
Table 3.10 Performance evaluation by customer items and Literature sources 26
Table 4.1.1 Descriptive Statistics of the Respondents - Telesales 29
Table 4.1.2 Descriptive Statistics of the Respondents - Leader 30
Table 4.1.3 Descriptive Statistics of the Respondents - Customer 30
Table 4.2 Analysis of Reliability 31
Table 4.3 Analysis of Validity 33
Table 4.4 Correlation among variables 34
Table 4.5 Cross Loading 35
Table 4.6 Results of the research model 38
Table 5.1 Results of Hypothesis Test 40
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