Emotions in business-to-business service relationships

Emotion in business-to-business service relationships regarding cargo services is explored. The service relationship is characterised by mutual trust and cooperation. Contact is mainly via telephone or e-mail with some face-to-face interactions and participants providing a complex, multi-skilled seamless service. Experience rather than training plays a vital role with long-term service relationships built up and maintained. Emotional sensitivity is acquired partly by experience and a repeat customer base but mainly through a genuine desire to help and get to know others. In contrast to the view of emotional labour bringing managerial control or adverse affects to service staff, the emotion engendered by this work is authentic expression bringing personal satisfaction

Competency Based Learning in Hospitality Education and Its Impact on Future Leadership Skills

In the past five years, hospitality educational programs have seen a distinct decline in enrollment from year to year (Oakley, 2016). Upon reflection of this decline, there could be many reasons, which caused a consecutive downward trajectory regarding enrollment. First, individuals are finding that a formal degree is not required for entry-level positions in the hospitality industry. Second, people are utilizing technology and videos to substitute for formal education and are finding success in the entry-level hiring process. Third, this generation does not see the value in formal education for entry-level employment. True as that might be, trends have shown that these individuals forego formal education completely and immediately enter into the workforce (Hersh, 2015). However, these individuals work for a short period of time and discover that promotion is not attainable since they lack the proper skill-set essential for leadership roles. Brownell and Chung (2001) argued that hospitality curriculum may not be offering the right knowledge and skills to individuals seeking future work and that a change must be made in higher education to address the issue. Perhaps the notion is that individuals need more than technical skills in order to succeed in their careers. If this statement is true, then putting forth changes to the curriculum in order to fill gaps in education is the first step to accomplishment. This paper examines whether competency based learning (CBL) in higher education is predictive of leadership outcomes in the hospitality industry. Within the higher education framework, competency based learning focuses on theory supported skill development and the application of concepts in scenario-based and problem-based assessments. More importantly, competency based learning emphasizes student advancement via demonstrated mastery of competencies that are specific, measureable and are learning objectives that empower students. In addition, the student learning outcomes stress competencies that include application and creation of knowledge along with the development of important skills and dispositions. Finally, CBL allows students to learn skills vital to leadership success in the hospitality industry

Virtual EQ – the talent differentiator in 2020?

In an increasingly competitive, globalised world, knowledge-intensive industries/ services are seen as engines for success. Key to this marketplace is a growing army of ‘talent’ i.e. skilled and dedicated knowledge workers. These knowledge workers engage in non-routine problem solving through combining convergent, divergent and creative thinking across organizational and company boundaries - a process often facilitated though the internet and social media, consequently forming networks of expertise. For knowledge workers, sharing their learning with others through communities of practice embedded in new information media becomes an important element of their personal identity and the creation of their individual brand or e-social reputation. Part of the new knowledge/skills needed for this process becomes not only emotional intelligence (being attuned to the emotional needs of others) but being able to do this within and through new media, thus the emergence of virtual emotional intelligence (EQ). Our views of current research found that HRD practitioners in 2020 might need to consider Virtual EQ as part of their talent portfolio. However it seems that new technology has created strategies for capturing and managing knowledge that are readily duplicated and that a talent differentiator in 2020 might simply be the ability and willingness to learn

Evidence synthesis on the occurrence, causes, consequences, prevention and management of bullying and harassment behaviours to inform decision making in the NHS

Background Workplace bullying is a persistent problem in the NHS with negative implications for individuals, teams, and organisations. Bullying is a complex phenomenon and there is a lack of evidence on the best approaches to manage the problem. Aims Research questions What is known about the occurrence, causes, consequences and management of bullying and inappropriate behaviour in the workplace? Objectives Summarise the reported prevalence of workplace bullying and inappropriate behaviour. Summarise the empirical evidence on the causes and consequences of workplace bullying and inappropriate behaviour. Describe any theoretical explanations of the causes and consequences of workplace bullying and inappropriate behaviour. Synthesise evidence on the preventative and management interventions that address workplace bullying interventions and inappropriate behaviour. Methods To fulfil a realist synthesis approach the study was designed across four interrelated component parts: Part 1: A narrative review of the prevalence, causes and consequences of workplace bullying Part 2: A systematic literature search and realist review of workplace bullying interventions Part 3: Consultation with international bullying experts and practitioners Part 4: Identification of case studies and examples of good practic

Emerging Trends in and Strategies for Industry 4.0 During and Beyond Covid-19

“Emerging Trends in and Strategies for Industry 4.0 During and Beyond Covid-19” is an all-encompassing scholarly referenced book which is comprised of original and previously unpublished research articles and chapters that would provide cutting-edge, multidisciplinary research and expert insights on advancing technologies and new strategies being used in businesses settings as well as for administrative and leadership roles in organizations during and beyond Covid-19 in perspective of Industry 4.0. The goal of this volume is to provide an overview of how Covid-19 businesses settings as well as for administrative and leadership roles in organizations studies. The Covid-19 outbreak has given an unprecedented shock to the global economy. It has also laid bare the vulnerabilities of many practices that had overtime become defining and sacrosanct features of our economic systems. In particular, business management and administrative have come under scrutiny as different production facilities are closed down, demand patterns shifted, and mobility of goods came to a virtual halt. Concerns have been noted about overreliance on firms to meet even the most basics of our needs. Disruptions caused by the Covid-19 outbreak to supply needs of customers have inflicted immense hardships upon firms and communities globally. It is incumbent upon management scholars to reflect upon this distressful situation, develop knowledge and devise strategies to help overcome the crisis. The world was already moving towards industry 4.0, but the global pandemic of Covid-19 has really rushed the things up. In different aspects of life in general and business in particular, optimized computerization, digitalization and artificial intelligence are being used with never seen- before speed and impact. It has brought with it unique challenges and opportunities. This book looks into the challenges and business opportunities in industry 4.0, trends it is setting, and research and strategies for its successful implementation. Covering a wide range of topics including community engagement, human resource management, data management, economy, R&D, communication, agile production, organizational behaviours and mobile learning, this publication provides insights into technological advancements with business administrative applications and examines forthcoming implementation strategies

Emotional intelligence and conflict management styles

Purpose – This paper aims to use a multi-level approach to examine the effects of emotional intelligence (EI) components on conflict management styles of Chinese managers when the respondents were in conflicts with their subordinates, peers or superiors. Design/methodology/approach – The primary research was conducted in Dalian, China, via a personal survey resulting in 885 usable observations for analysis. EI was measured using the Wong and Law Emotional Intelligence Scale (WLEIS; Wong and Law, 2002), which is made up of 16 questions measuring four dimensions. The conflict management component was measured via Rahim’s (1983) five conflict management styles, which are avoidance, dominating, collaboration, compromise and integration. Findings – The data analyses suggested that managers at different levels possess different EI and adopt different conflict management styles when dealing with their subordinates, peers and superiors. Specifically, when subordinates were involved in a conflict, junior managers and female managers were more likely to use the dominating style, while when peers were involved in a conflict, male managers were more likely to use the dominating style. When peers were involved in a conflict, managers working in public sectors were more likely to adopt the integrating, avoiding, obliging and compromising style. The Chinese managers were found to regulate their emotions and use of their emotions effectively in conflict with their peers and supervisors and thus they tended to adopt the avoiding, integrating and obliging style. Self-emotions appraisal and others emotions appraisal were significant to the adoption of the obliging style to handle conflict with their peers and supervisors. Use of emotions effectively was significant for the Chinese managers adopting the compromising style in conflicts with their peers, superiors and subordinates. Research limitations/implications – The authors could only reach employees working and living in one city, which affects the generalizability of the paper. Practical implications – Training should be provided tomanagers at different levels on the awareness of the impact of EI on conflict management at workplace. Originality/value – There is little existing research on how employees across different levels within organisations in China moderate their EI according to the party they are interacting with. The objective of this paper is to stimulate further debate on the matter, thereby improving the understanding of EI moderation

\u201cWoulda, coulda, shoulda\u201d. Workers\u2019 proactivity in the association between emotional demands and mental health

The present study aimed to explore the mediating role of hostile customer relations in the association between emotional dissonance and workers\u2019 mental health. Moreover, the moderating role of proactive personality as a buffer against hostile customer relations was assessed. Emotional demands become crucial within professions that involve a direct relationship with clients and, if poorly managed, can negatively affect workers\u2019 health and performance. Accordingly, data were collected on a sample of n = 918 mass-retail employees working for one of the leading Italian supermarket companies. Most participants were women (62.7%) with a mean age = 40.38 (SD = 7.68). The results of a moderated mediation analysis revealed that emotional dissonance was related to more hostile customer relations that, in turn, were associated with higher rates of mental health symptoms. Proactive personality emerged as a protecting factor that prevented the onset of conflicts with clients, particularly among workers experiencing high levels of emotional dissonance. The identification of resources enabling management of emotional demands could suggest suitable adaptive strategies for customer-facing roles, thus preventing the occurrence of adverse mental health symptoms

The Relationship Between Emotional & Social Intelligence and Conflict Management Behavior in Leadership

The purpose of this work was to evaluate the relationship between emotional and social intelligence (ESI) and the conflict management behavior (CMB) of lower level members of management or managers in training in a public sector organization in a country in the British Caribbean. The instruments that were utilized were SPSS, the Emotional Intelligence Appraisal-Me Version, and the Conflict Dynamic Profile-Individual (CDP-I). In all cases, due to non-normality, Spearman\u27s rho was used in order to test the five hypotheses incorporated within this study. The Spearman rho, which is also known as the Pearson correlation coefficient between ranked variables, is a nonparametric measure of statistical dependence between variables, which assesses how well the relationship between the independent variable of ESI and the dependent variable of CMB, can be described through the employment of a monotonic function. The results of this research highlighted the influence that the emotional & social intelligence of a leader may have on his or her ability to manage interpersonal conflict between subordinates effectively, and to display personalized deliberations that move toward the reduction of workplace conflict

Employability: A Comparative Case Study Examining Teaching Soft Skills in Employment Focused Certificate Programs for Adult Learners

It is acknowledged that proficiency in soft skills is necessary for career success; however, employers say that new graduates lack these skills. Nevertheless, there is scant agreement on what they are, how they are developed, and how they are measured. In addition, the literature on soft skills acquisition is limited to high school or college students and graduates; there is not much information on adult learners. The purpose of this qualitative comparative case study was to examine how soft skills are defined, taught, and assessed in adult workforce development training. The population in the study were instructors and program administrators in state-funded programs in urban communities throughout New York State. Data were collected through a survey, documents, and semi-structured interviews, and analyzed against three employability learning frameworks. The findings of the study indicated that the soft skills considered important to prepare adults for employment were related to communication, professional traits and behaviors, and teamwork. The skills were taught through coursework, career development workshops, experiential learning, and student advisement. Competence was assessed primarily by course and program completion and less so by placement into employment. Recommendations for practice include developing student learning outcomes and assessments with input from industry, standardizing curriculum content and delivery, creating opportunities for practice and reflection, and providing training and support for staff. Recommendations for future study include developing an instrument to pretest and posttest student soft skill gain, incorporating the voices of students and employers, and investigating how to teach soft skills in a virtual environment

An Exploration of Emotional Intelligence in Community College Leadership

This study explored emotional intelligence as it related to community college leadership. Three community colleges agreed to participate in the study. The researcher assessed the emotional intelligence of supervisors. The employees rated their perceived leadership practices of their supervisors. The researcher utilized a correlation method to determine if relationships were found between the variables; emotional intelligence of supervisors and perceived leadership practices. A correlation method was utilized to determine if any relationship existed between assessed emotional intelligence scores of the supervisors and leadership development hours. A descriptive analysis was utilized to determine if a participating community college embedded emotional intelligence concepts in their leadership training. The results indicated that no significant relationship was found between emotional intelligence and their perceived leadership practices. The results indicated that no significant relationship was found between assessed emotional intelligence scores and their leadership development training. The researcher found no emotional intelligence concepts in leadership development material that was submitted for analysis