Developing human resource development guideline based on relationship marketing to enhance effectiveness on business performance in airline business

Abstract

The purpose of this research, developing human resource development guideline based on relationship marketing to enhance effectiveness on business performance in airline business are 1) To compare the opinions of employees in the airline industry in each generation regarding the Relationship Marketing concept. 2) To analyze the factors influencing aviation industry indicators of success concerning business performance in terms of Relationship Marketing. 3) developing human resource development guideline based on relationship marketing to enhance effectiveness on business performance in airline business. Findings are:

A result of testing shows that only one variable which is “Employee Commitment” was found to have significant differences for changes in Relationship Marketing variables for Generation (significance values = 0.033). The LSD test revealed that differences were to be found between Generation X and Generation Y for changes in Relationship Marketing for Employee Commitment variables.

The final model for Customer Retention with all dependent (Relationship Marketing) included explained 28.90% (Adj. R2 = 0.289) of the variance in Customer Retention with two significant predictors.

The final model for Client Satisfaction with all dependent (Relationship Marketing) included explained 26.00% (Adj. R2 = 0.260) of the variance in Client Satisfaction with three significant predictors.

The final model for Interaction with all dependent (Relationship Marketing) included explained 31.10% (Adj. R2 = 0.311) of the variance in Interaction with three significant predictors.

The final model for Long-term Profitability with all dependent (Relationship Marketing) included explained 24.10% (Adj. R2 = 0.241) of the variance in Interaction Long-term Profitability with three significant predictors.

The final model for Loyalty with all dependent (Relationship Marketing) included explained 24.90% (Adj. R 2 = 0.249) of the variance in Interaction with four significant predictors.

The final model for Market Share with all dependent (Relationship Marketing) included explained 21.50% (Adj. R2 = 0.215) of the variance in Market Share with three significant predictors

Core Competencies for Relationship Marketing are Interpersonal Understanding and Proactive. Functional Competencies for Bonding are Service Mind and Listening Skill. Functional Competencies for Empathy are Flexibility and Listening skill. Functional Competencies for Reciprocity are Flexibility and Systematic Thinking. Functional Competencies for Trust are Integrity and Teamwork. Functional Competencies for Communication are Teamwork and Systematic Thinking. Functional Competencies for Shared Value are Integrity and Teamwork. Functional Competencies for Employee’s Commitment are Integrity and Listening Skill. Functional Competencies for Cooperation are Achievement Motivation and Teamwork. Functional Competencies for Customer Service are Achievement Motivation and Service Mind. Functional Competencies for Adaption are Achievement Motivation and Flexibility

For Achievement Motivation, delivery method was Project Based and evaluation was Project Evaluation. For Service Mind, delivery method was Training Class and evaluation was Observation. For Integrity, delivery method was Case Study and Incident Method and evaluation was Observation. For Interpersonal Understanding, delivery method was Simulation Method and evaluation was Third Party Evaluation. For Proactive, delivery method was Project Based and evaluation was Project Evaluation. For Flexibility, delivery method was Coaching and Monitoring and evaluation was Observation. For Teamwork, delivery method was Project Based and evaluation was Project Evaluation. For Systematic Thinking, delivery method was Training Class and evaluation was Examination. For Listening Skill, delivery method was Simulation Method and evaluation was Third Party Evaluation.