Резюме на английском языке 24 октября 2018 года (1138034), страница 4
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France, Spain, Brazil, Mexico0.03903. Russia-0.15364. India, China-0.1962Source: created by the authorThe results achieved can be seen in Figure 2.19Figure 2 – Individual and Organizational Factors Affecting EmployeeCustomer OrientationSource: created by the authorIn order to further investigate practical implications of the model of employeecustomer orientation resulting from statistical data analysis, the author decided to pilotthe model in the given company. The pilot consisted in discussing research results withthe company management and bringing the model in line with the company values.
Asa result of the discussion the author reduced the number of elements included in themodel. The model became more universally applicable: it started to comprise only themost significant4 elements for the company’s affiliates operating both in developed anddeveloping markets.Finally, the following factors affect employee customer orientation:- individual factors: motivation, social skills, technical skills;4P-value ≤0,03.20- organizational factors: employee assessment/objective setting (clientengagement/improving client satisfaction as part of the employee’s written annualobjectives), decision-making authority, networking.It is worth noting that the regression model of employee customer orientationhas got some practical implications. It enables us to determine to what extent anemployee is customer oriented in comparison with other employees working in thesame company affiliate in the same country.
Therefore, the model could be used forthe purpose of employee assessment. A concrete example of how the model could beused to this end is provided in the PhD thesis.5. A management approach developed based on research results andgenerally reflected in a management model of employee customer orientation anda decision-making algorithm enabling a company to properly allocate itsemployees to the company’s clients and develop the employees’ customerorientation may be used by companies in view of managing their employeecustomer orientation in order to strengthen customer orientation of thecompanies themselves.Based on empirical research results and taking into account the results of thetesting and piloting stage of the model of employee customer orientation in amultinational company, a management model of employee customer orientation wasdeveloped (see Figure 3).
The model illustrates the idea that in order to meet thecompany’s need in customer oriented employees one should influence employeecustomer orientation through the company management system as a whole, whilepaying special attention to the human resource management system, decision-makingsystem and internal communications system.Apart from the abovementioned model, the thesis suggests a decision-makingalgorithm enabling a company to properly allocate its employees to the company’sclients and develop the employees’ customer orientation (see Figure 4) while takinginto consideration the company’s need in customer oriented employees in line with themarket concentration index. The following three cases are considered:21- the company is not interested in customer oriented employees: this situation ischaracteristic for high/full market monopolization by the key player;Figure 3 – A management model of employee customer orientationSource: created by the author- the company is interested in customer oriented employees: this situation isobserved in competitive market environments.
Under the circumstances, the lower themarket concentration index is, the more important employee customer orientation isfor the company;- the company is partly interested in customer oriented employees: this situationis observed when the company simultaneously operates in a few markets some ofwhich are characterized by high market concentration while others are considered lowconcentration markets.22Figure 4 – A decision-making algorithm enabling a company to properlyallocate its employees to the company’s clients and develop the employees’ customerorientationSource: created by the authorThe abovementioned algorithm could be concurrently used both at the globaland local level (at the company affiliate and/or department level). Nonetheless, thedecision of splitting clients into “key” and “non-key” clients is taken by the companymanagement in the context of a given company department, affiliate or at the level ofthe whole organization of the company globally.The PhD thesis presents several practical recommendations on managingemployee customer orientation:- the notion of employee customer orientation should be specified forevery single company in question.
A competency model is developed in line withthe above definition;23- a company should reveal its need in customer oriented employees. Theseemployees should be allocated to working with the company’s key clients;- employee customer orientation should be developed through joint efforton the part of HR and marketing communication professionals, company topmanagement, line managers and employees themselves;- employee customer orientation can be managed in terms of the humanresource, internal communication and decision making company managementsystems;- the management model of employee customer orientation and employeecustomer orientation management recommendations should be adapted in linewith the market type the company is operating in.Considering the contextual approach, the suggested practical recommendationsare applicable, in the first instance, for the analyzed multinational company and cannotbe used as such in another organizational context.
Nevertheless, using the author’sapproach to developing a management model of employee customer orientation, onecan create management models for employee customer orientation for:- other multinational consulting companies while taking into considerationspecificities of their internal and external environment;- companies operating in several regional markets in one and same country.The employee customer orientation management recommendations suggestedby the author may be applied in the context of different professional servicescompanies especially when these companies are interested in turning customerorientation into one of their competitive advantages.24III. KEY CONCLUSIONS1. The thesis introduces a definition of employee customer orientation as acompetency reflecting their ability to take into account the interests of consumers ofgoods / services and to adapt the company's product in accordance with their needs.Employee customer orientation is developed under the influence of individual,organizational and external factors and may be subject to managerial influence in anorganizational context.2.
The company’s need in customer-oriented employees is related to the indexof concentration of the market it operates in. When the index of market concentrationis low the company should focus on reinforcing its customer orientation and,consequently, customer orientation of its employees. Taking into consideration theglobal market research market concentration index the author determined the need ofthe analyzed multinational consulting company in customer oriented employees.3. The thesis reveals the relationship between employee customer orientationand the factors affecting it in the context of developed and developing markets. Indeveloped markets motivation exerts the strongest influence on employee customerorientation, whereas in developing markets it is the employees’ motivation and socialskills.4.
An econometric model of employee customer orientation is developed. Themodel takes into account the most universally significant factors impacting employeecustomer orientation in the analyzed company, i.e. technical skills; social skills;motivation; job satisfaction (only for developing markets); education in a technicalfield; objective setting: client engagement/improving client satisfaction as part of theemployee’s written annual objectives; decision-making authority; networking; on-thejob training on client centricity, client relationship management and client engagement.Average values of employee customer orientation were calculated for country groups(clusters) distinguished based on national business culture. Using sample answers of asurvey respondent we demonstrated how the model helps to solve a practical task ofdetermining to what extent the employee in question is customer oriented in25comparison with other employees working in the same company affiliate in the samecountry (cluster of countries).5.
The author developed a management model of employee customer orientationand a few recommendations aimed at improving employee customer orientation inview of strengthening company customer orientation. The model shows managingemployee customer orientation is a complex managerial task entailing not onlyactivities of the HR-department but also the entire company management system.26IV. PUBLICATIONSPublications in the leading reviewed scientific publications recommendedby the State Commission for Academic Degrees and Titles of the Ministry forEducation and Science of the Russian Federation:1. Klepneva, K.V.
Podbor kliyentooriyentirovannogo personala / K.V. Klepneva //Vestnik Omskogo universiteta. Seriya «Ekonomika». – 2014. – № 4. – P. 38–46. – 0.8 printer’s sheet.2. Klepneva, K.V. Voznagrazhdeniye kliyentooriyentirovannogo personala / K.V.Klepneva // Menedzhment v Rossii i za rubezhom. – 2015. – № 1. – P. 120–125.– 0.6 printer’s sheet.3. Klepneva,K.V.Razvitiyekliyentooriyentirovannostisotrudnikovmezhdunarodnoy kompanii / K.V.
Klepneva, V.I. Kabalina // Nauchnyyeissledovaniya i razrabotki. Rossiyskiy zhurnal upravleniya proyektami. – 2018.- Tom 7, № 2 – P. 3–14. – 1.2 printer’s sheet (author’s contribution – 0.6 printer’ssheet).Other publications related to the thesis topic:4.Klepneva, K.V. Upravleniye kliyentooriyentirovannost'yu personala vmezhdunarodnoy kompanii [On-line Resource] / K.V. Klepneva // Sovremennyymenedzhment: problemy, gipotezy, issledovaniya: sb. nauch. tr.; pod nauch. red. I.O.Volkovoy; sost. Ye.V. Filipskaya; Nats. issled.
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