De la congruence de valeurs à la marque employeur: quelles conséquences pour l'identification et le bouche‐à‐oreille vis‐à‐vis de l'organisation?

International audienceThe war for talent has led organizations to develop a strong employer brand to attract and retain skilled employees. Few studies have examined the antecedents and consequences of the internal employer brand. We focus on the influence of employee‐organization values congruence on the employee's perception of the employer brand and on the influence of the employer brand on organizational identification and positive word‐of‐mouth vis‐à‐vis the employer. Results from a survey of 308 employees show that the employer brand fully mediates the relationship between values congruence and organizational identification and positive word‐of‐mouth. These results have theoretical and managerial implications in terms of employer branding.La guerre des talents pousse les organisations à développer une marque employeur forte afin d'attirer et retenir les salariés compétents. Néanmoins, peu d'études portent sur les antécédents et les conséquences de la marque employeur interne. Cette recherche s'intéresse d'une part, à l'influence de la congruence des valeurs collaborateur‐entreprise sur les perceptions de la marque employeur et d'autre part, à l'influence de celle‐ci sur l'identification organisationnelle et le bouche‐à‐oreille positif vis‐à‐vis de l'employeur. Les résultats de l'enquête menée auprès de 308 salariés montrent que la marque employeur médiatise complètement la relation entre, d'une part, la congruence des valeurs et, d'autre part, l'identification organisationnelle et le bouche‐à‐oreille positif des collaborateurs. Ces résultats ont des implications théoriques et managériales concernant la gestion de la marque employeur

Compliance versus preference: Understanding salesperson response to contests

Firms use sales contests to motivate salespeople; however, knowledge of their impact on salespeople is scarce. Acceptance of the contest, according to goal-setting theory, is essential for a contest to motivate salespeople (Hile-Hart et al., 1989). Yet attitude toward (or preference for) the contest is an important factor in motivating effort (Murphy and Dacin, 1998). In an experiment with financial services salespeople, this study examines the compliance effect (Chowdhury, 1993) and propositions that Murphy and Dacin (1998) suggest. Results support goal-setting theory, but also the importance of salesperson's attitude to the contest. While the study partially confirms Chowdhury's (1993) results regarding the influence of contest difficulty, his suggestion that difficulty leads to goal acceptance was not. Valence for winning does not relate to attitude significantly in the study here, contrary to Murphy and Dacin's (1998) propositions. The article develops an integrative model with implications for research and practice.Sales contest Motivation Incentive Salespeople Compliance effect Goal-setting theory

Salespeople, Fairness and Buyer Satisfaction: What about Emotion?

International audiencePurpose: The objective of this research is to deconstruct the satisfaction decision process in order to examine the affective dimension of the BtoB buying process. We broaden the knowledge about the formation of satisfaction in buyer-seller relationship, by integrating justice and emotions theories. Design/methodology/approach: A quantitative study is conducted on 130 buyers who answered to a questionnaire. The mediation model is tested using structural equations modelling.Findings: The results reveal that positive emotions moderate the effect of justice on satisfaction, only a partial meditation was found between procedural justice and satisfaction. Procedural fairness has a direct and indirect effect on satisfaction, through positive emotions. Research limitations/implications: The present findings have implications for both marketing scholars and managers. Buyer in BtoB are not so rational and experts of BtoB should consider emotions in their models.Practical implications : In addition to guaranteeing a “fair” outcome, sellers must ensure that buyers are treated with fair procedures and that their salespeople generate positive emotions.Originality/value: The mediating impact of emotion between fairness and satisfaction has not been explored ina buyer-seller relationship until the present investigation

Salespeople, Fairness and Buyer Satisfaction: What about Emotion?

International audiencePurpose: The objective of this research is to deconstruct the satisfaction decision process in order to examine the affective dimension of the BtoB buying process. We broaden the knowledge about the formation of satisfaction in buyer-seller relationship, by integrating justice and emotions theories. Design/methodology/approach: A quantitative study is conducted on 130 buyers who answered to a questionnaire. The mediation model is tested using structural equations modelling.Findings: The results reveal that positive emotions moderate the effect of justice on satisfaction, only a partial meditation was found between procedural justice and satisfaction. Procedural fairness has a direct and indirect effect on satisfaction, through positive emotions. Research limitations/implications: The present findings have implications for both marketing scholars and managers. Buyer in BtoB are not so rational and experts of BtoB should consider emotions in their models.Practical implications : In addition to guaranteeing a “fair” outcome, sellers must ensure that buyers are treated with fair procedures and that their salespeople generate positive emotions.Originality/value: The mediating impact of emotion between fairness and satisfaction has not been explored ina buyer-seller relationship until the present investigation

Salespeople, Fairness and Buyer Satisfaction: What about Emotion?

International audiencePurpose: The objective of this research is to deconstruct the satisfaction decision process in order to examine the affective dimension of the BtoB buying process. We broaden the knowledge about the formation of satisfaction in buyer-seller relationship, by integrating justice and emotions theories. Design/methodology/approach: A quantitative study is conducted on 130 buyers who answered to a questionnaire. The mediation model is tested using structural equations modelling.Findings: The results reveal that positive emotions moderate the effect of justice on satisfaction, only a partial meditation was found between procedural justice and satisfaction. Procedural fairness has a direct and indirect effect on satisfaction, through positive emotions. Research limitations/implications: The present findings have implications for both marketing scholars and managers. Buyer in BtoB are not so rational and experts of BtoB should consider emotions in their models.Practical implications : In addition to guaranteeing a “fair” outcome, sellers must ensure that buyers are treated with fair procedures and that their salespeople generate positive emotions.Originality/value: The mediating impact of emotion between fairness and satisfaction has not been explored ina buyer-seller relationship until the present investigation