Search results

Pro-consumer refund system (PCRS) should be understood as a process in customer service, within which activities are related to the handling of goods that do not meet customer expectations, both in business-to-consumer (B2C) and business-to-business (B2B) relations. The research monitored three groups of variables – the importance of shopping decision factors, customer ID characteristics and PCRS characteristics. The authors explore relationships between these three groups of variables, and the authors tried to understand better the role of the PCRS system in customer perception of service quality.

An electronic survey was used to collect data in the planned structure. Research questions were developed into variables, and these were then the basis for creating questionnaires. Data were collected through electronic questionnaires. The sample consisted of 327 respondents from Poland (confidence level = 95%, confidence interval = 5.42).

The results of the research show that the PCRS is very important and appreciated from the customer's perspective. Most of the respondents are aware of their consumer rights and correctly understand the meaning of the term “pro-consumer refund system”. Respondents require complex service in terms of returns; their satisfaction does not depend on any individual factor. This also means that the return system must be lenient in each aspect.

A detailed analysis of aspects of PCRS has not yet been carried out in the literature. Although previous studies have focused, at least in part, on defining the essential attributes of PCRS, in most cases, it was an organization-driven view of this topic. The research examined the interrelationships between aspects of PCRS based on empirical data and offered a new perspective on this evolving concept.

The growth of interest in individual and organizational performance has elevated the importance of theories that explain their mutual relationships. The aim of this study is to thoroughly explore how different factors that boost performance, such as individual motivation and management systems, are connected to the results achieved by both individuals and the organization as a whole.

Data were collected from 409 employees across heterogenous companies. A structural equation model (SEM) was used to examine the relationships among the performance enable variables and output performance variables.

The results of the final model show (1) a strong relationship between individual and organizational performance, (2) a moderate relationship between an individual’s satisfaction with the task between internal motivation and individual performance, (3) a moderate relationship between organizational skills between internal motivation and organizational performance, (4) a relationship between adherence to the principles of management systems and organizational performance. It was also found that (5) the motivation of employees mediates the relationship between adherence to the principles of management systems and individual performance.

The limitation could be the choice of scales for individual factors, as some of them have not been validated in the past and have only been empirically examined in this study. Another limitation could be the geographical scope of the study, as the data were collected from only one country.

This research introduces a new approach to exploring the relationship between motivational factors, management systems and performance at both individual and organizational levels. Unlike previous studies that focused on isolated performance components, our research presents a comprehensive model integrating these factors into a unified framework. This model offers deeper insights into how the combination of internal motivations and management systems impacts performance in various contexts. The research fills a gap in the literature on the interactions between these key components and provides new empirical evidence on their influence in achieving performance goals.

Comprehensive management systems such as ISO 9001 or ISO 14001 are designed to help organizations improve processes, ensure customer satisfaction, efficient information flow, efficient use of resources and many other prosperous management areas. These systems can also bring unintended direct and indirect effects on organizations. In this study, the authors examine the environmental effects that the implementation of these management systems cause.

A survey-based methodology was used for this study, with textile organizations in three countries – Poland, Slovakia and the Czech Republic. The research focused on four areas related to environmental effects. The first area was the level of improvement of the organizations' environmental performance, which was examined by the methods of descriptive statistics. The second area was analyzing differences in environmental effects concerning the implementation of the systems using inferential statistics. The third area was the analysis of latent links between individual effects using factor analysis.

This study's insights shed some light on the benefits of implementing more, not fewer systems with benefits to organizations and entire industries with new possibilities for economic growth that do not have to come at the expense of the environment.

Organizations implementing management systems can realize dynamic benefits across a supply chain and within a manufacturing organization. Here the authors see an opportunity for ISO systems as a stepping stone to a more sustainable textile manufacturing economy.