ROLE OF EMPLOYEE ENGAGEMENT & MENTORING OF SALES PERSONNEL(part 5)

SALES PERSONNEL(part 4)

A review of studies that have examined job engagement demonstrates that being engaged in one’s job may lead to positive outcomes for individuals as well as organizations. As demonstrated in a recent study of hotel and restaurant service quality by Salanova, Agut and Peiro (2005), the employee’s level of job engagement, measured by the Utrecht Work Engagement Scale (Schaufeli, Salanova, Gonzales-Roma, & Bakker, 2002), predicted the overall service climate of the organization, which in turn predicted employee performance and customer loyalty.

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ROLE OF EMPLOYEE ENGAGEMENT & MENTORING OF SALES PERSONNEL(part 4)

In 2003, an IES consultation of HR professionals from 46 organisations found they perceived engaged employees to be individuals who show a belief in the organisation, have a desire to work to make things better, have an understanding of the business context and the ‘bigger picture’, respect and help their colleagues, have a willingness to ‘go the extra mile’ and keep up-to-date with developments in the field (Robinson et al., 2004). As a result of this study, IES defined and developed a comprehensive definition of engagement :

A positive attitude held by the employee towards the organisation and its values. An engaged employee is aware of business context and works with colleagues to improve performance within the job for the benefit of the organisation. The organisation must work to develop and nurture engagement which requires a two-way relationship between employer and employee’ (Robinson et al., 2004, p.4).

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ROLE OF EMPLOYEE ENGAGEMENT & MENTORING OF SALES PERSONNEL(part 3)

SALES PERSONNEL(part 3)

Employee Engagement

As a concept that has developed over time, engagement has been defined in numerous, often inconsistent, ways in the literature, so much so that the term has become ambiguous to many and it is rare to find two people defining it in same way (Macey and Schneider, 2008a). It has variously been conceived as a psychological or affective state (eg commitment, involvement, attachment etc.), a performance construct (eg role performance, effort, observable behaviour, organisational citizenship behaviour etc) or an attitude (Macey and Schneider, 2008a). Little consensus has been reached in the literature as to which of these definitions is the definitive, or at least, ‘best-fit’ model of engagement.

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ROLE OF EMPLOYEE ENGAGEMENT & MENTORING OF SALES PERSONNEL(part 2)

Research by Hewitt Associates revealed that companies who invested the most time and resources in on-boarding, enjoyed the highest levels of employee engagement. Investing in preparing employees to be successful at their jobs is a logical step in building a psychological contract which is often ignored by organizations. Under increasing pressure to respond to competitive conditions and to meet ongoing customer demands, organizations have had to negotiate and renegotiate formal employment relationships and the psychological contracts or shared sense of obligations that underlies them (Robinson, 1996: 574). Amidst these rapid changes, mentoring has been identified as one of the essential ways in which new employees can be helped in understanding the culture and expectations of the organization and in turn, strengthening the employer – employee bond. Despite this, one of the sad things that seem to be occurring in all industries today is the lack of mentoring. It seems that everyone is too busy in their jobs to take the time to help others advance their careers.

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ROLE OF EMPLOYEE ENGAGEMENT & MENTORING OF SALES PERSONNEL(part 1)

SALES PERSONNEL(part 1)

In his 2004 book entitled The New Rules of Engagement, Mike Johnson wrote ‘ the ability to engage employees, to make them work with our business, is going to be one of the greatest organisational battles of the coming 10years'” (p. 1). Today employee engagement is the one which has been quickly absorbed into the HR agenda. It is a key challenge which is capturing the attention of executives and HR professionals alike (Soldati, 2007; HR Focus, 2006) and, increasingly, the acceptance of academics.

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PAIR TRADING STRATEGY IN INDIAN CAPITAL MARKET: Findings

The research finds that the pair trading strategy is capable of giving good return when invested in an informed way. The multivariate approach studied reveals that, while natural pairs are good for arbitrage opportunities, multivariate pairs can be used as effective hedging tool to hedge existing exposure. All the findings are consolidated and listed below:

• The return from the pair trading strategy is much higher than the return from naive investment. All the pairs studied (natural and multivariate) are able to beat the return of an unskilled investor in the capital market by a huge margin.

• Investment in pair trading strategy requires significant understanding of the pair behavior. Investor has to be flexible in terms of trading signal. For different kind of pairs different trading signal is proved to be good. Investors have to be careful in selecting the spread and to explore the maximum opportunity in the market.

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PAIR TRADING STRATEGY IN INDIAN CAPITAL MARKET: Correlation Weight Method(2)

Weight Method(2)

Two series of variables are grouped and tested. Test result signifies that F value is very high compared to Critical F value. Hence the Null hypothesis is rejected at 99% confidence level. So, the means of Pair strategy return and Naive return are statistically different. Trivariate correlation weigh Pair strategy return is much higher than the Naive return, and hence it’s recommended to invest in trivariate correlation weigh pair to cash the arbitrage opportunity.

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