Managing B2B customer churn, retention and profitability

It is now widely accepted that firms should direct more effort into retaining existing customers than to attracting new ones. To achieve this, customers likely to defect need to be identified so that they can be approached with tailored incentives or other bespoke retention offers. Such strategies call for predictive models capable of identifying customers with higher probabilities of defecting in the relatively near future. A review of the extant literature on customer churn models reveals that although several predictive models have been developed to model churn in B2C contexts, the B2B context in general, and non-contractual settings in particular, have received less attention in this regard. Therefore, to address these gaps, this study proposes a data-mining approach to model non-contractual customer churn in B2B contexts. Several modeling techniques are compared in terms of their ability to predict true churners. The best performing data-mining technique (boosting) is then applied to develop a profit maximizing retention campaign. Results confirm that the model driven approach to churn prediction and developing retention strategies outperforms commonly used managerial heuristics. © 2014 Elsevier Inc.

The influence of psychological factors on post-partum weight retention at 9 months

Design Therefore, the aim of this study was to explore the relationship between post-partum psychological distress and PWR at 9 months, after controlling for maternal weight factors, sleep quality, sociocontextual influences, and maternal behaviours. Method Pregnant women (N = 126) completed a series of questionnaires at multiple time points from early pregnancy until 9 months post-partum.

Retention of the original LLC structure in a cross-linked poly(ethylene glycol) diacrylate hydrogel with reinforcement from a silica network

Cross-linked poly(ethylene glycol) diacrylate (PEGDA) hydrogels with uniformly controlled nanoporous structures templated from hexagonal lyotropic liquid crystals (LLC) represent separation membrane materials with potentially high permeability and selectivity due to their high pore density and narrow pore size distribution. However, retaining LLC templated nanostructures is a challenge as the polymer gels are not strong enough to sustain the surface tension during the drying process. In the current study, cross-linked PEGDA gels were reinforced with a silica network synthesized via an in situ sol-gel method, which assists in the retention of the hexagonal LLC structure. The silica precursor does not obstruct the formation of hexagonal phases. After surfactant removal and drying, these hexagonal structures in samples with a certain amount of tetraethoxysilane (TEOS) loading are well retained while the nanostructures are collapsed in samples without silica reinforcement, leading to the hypothesis that the reinforcement provided by the silica network stabilizes the LLC structure. The study examines the conditions necessary for a sufficient and well dispersed silica network in PEGDA gels that contributes to the retention of original LLC structures, which potentially enables broad applications of these gels as biomedical and membrane materials.

Employee engagement, human resource management practices and competitive advantage

Abstract
Purpose - The purpose of this paper is to argue in support of a model that shows how four key HRM practices focused on engagement influence organizational climate, job demands and job resources, the psychological experiences of safety, meaningfulness and availability at work, employee engagement, and individual, group and organizational performance and competitive advantage.
Design/methodology/approach - This conceptual review focuses on the research evidence showing interrelationships between organizational context factors, job factors, individual employee psychological and motivational factors, employee outcomes, organizational outcomes and competitive advantage. The proposed model integrates frameworks that have previously run independently in the HR and engagement literatures.
Findings - The authors conclude that HRM practitioners need to move beyond the routine administration of annual engagement surveys and need to embed engagement in HRM policies and practices such personnel selection, socialization, performance management, and training and development.
Practical implications - The authors offer organizations clear guidelines for how HR practices (i.e. selection, socialization, performance management, training) can be used to facilitate and improve employee engagement and result in positive outcomes that will help organizations achieve a competitive advantage.
Originality/value - The authors provide useful new insights for researchers and management professionals wishing to embed engagement within the fabric of HRM policies and practices and employee behaviour, and organizational outcomes.

A reassessment of non-union employee representation in the UK: developments since the 'ICE' age

In light of new legislation pertaining to information and consultation in the UK, the need to reassess the realms of employee involvement and participation, especially non-union forms, is critically apparent. This article explores the character of non-union employee representation arrangements established in the context of the Information and Consultation of Employees Regulations 2004, drawing on case study evidence from two UK-based manufacturing organisations. The findings highlight some important dynamics concerning the use of non-union employee representation; not least that the Information and Consultation of Employees Regulations have impacted in very different ways from those anticipated by the legislation.

Flourishing through identification and engagement: sustaining employee health and effectiveness

 Work Identification was found to predict workforce flourishing and employee health. In particular, work group identification was more predictive than organisation identification. A newly tested construct of engagement climate was added to the model of workforce flourishing and was found to predict identification and workforce flourishing, suggesting potential promotional pathways.

Impact of individual coping strategies and organisational work–life balance programmes on Australian employee well-being

This paper examines several individual coping strategies and employees' perception of organisational provision of work–life balance (WLB) programmes with a sample of 700 Australian employees. The combined effects of individual coping strategies and organisational provision of WLB programmes on employee affective well-being are examined, using structural equation modelling. Results indicate that individuals with positive attitudes and life coping strategies were more capable of achieving overall well-being. Both monetary- and non-monetary-based organisational WLB provision had no direct association with employee well-being, but had indirect effects via individual coping strategies to help employees achieve better well-being. Employee well-being was found to have a stronger association with individual effort than organisational deliberation in providing WLB programmes. Theoretical and practical implications of these study outcomes are discussed.

The impact of employee perceptions of organizational corporate social responsibility practices on job performance and organizational citizenship behavior: evidence from the Chinese private sector

This paper examines the impact of employee perceptions of organizational corporate social responsibility (CSR) practices on their job performance and organizational citizenship behavior (OCB). Hierarchical regression analysis on two-wave data from 184 supervisor/subordinate dyads from three organizations located in Zhejiang Province, South-East China, revealed that employee perceptions of CSR toward social and non-social stakeholders strongly influenced their OCB. However, employee perceptions of CSR toward employees, customers and government influenced neither their job performance nor OCB.

Challenge demands, hindrance demands, and psychological need satisfaction: their influence on employee engagement and emotional exhaustion

The job demands-resources (JD-R) model provides a well-validated account of how job resources and job demands influence work engagement, burnout, and their constituent dimensions. The present study aimed to extend previous research by including challenge demands not widely examined in the context of the JD-R. Furthermore, and extending self-determination theory, the research also aimed to investigate the potential mediating effects that employees' need satisfaction as regards their need for autonomy, need for belongingness, need for competence, and need for achievement, as components of a higher order needs construct, may have on the relationships between job demands and engagement. Structural equations modeling across two independent samples generally supported the proposed relationships. Further research opportunities, practical implications, and study limitations are discussed.

Organizational climate change and its influence on employee engagement

 This study provides insight into how organizational climate can change and influence employee engagement using a structural, longitudinal, case study design. Quantitative and qualitative data were collected in two companies in the Philippines undergoing substantial change. An existing validated model of work practices and outcomes was used as a framework in collecting and analyzing the data. Results showed that both companies significantly changed aspects of their organizations associated with the quality of technology and facilities. However, only Company B showed significant changes in aspects associated with the involvement, development, and recognition of staff. With regard to the outcome of employee engagement, results showed that Company A did not report a significant change in employee engagement while Company B did report a significant change. Coding of qualitative comments supported the quantitative results. The findings support the argument that if organizations wish to improve employee engagement, a core requirement for organizational development is to improve the extent to which employees are involved, developed, and recognized within their organization.