Broadening even more the internal marketing concept

Vasconcelos, Anselmo Ferreira

doi:10.1108/03090560810903664

Cited by 46 publications

(51 citation statements)

References 49 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Based on its definitions and concept, it can be said that internal marketing is a crucial (paramount) mechanism for creating a workplace in which employees enjoy their job experiences and organization can tap into the maximum potentials of their employees (Vasconcelos 2008). The main point in internal marketing is to treat employees as internal customers of organization and focus on their satisfaction, which helps an organization provide desirable services for external customers and increase their satisfaction too (Hwang and Chi 2005).…”

Section: Nature and Conceptualization Of Internal Marketingmentioning

confidence: 99%

Why leadership style matters: a closer look at transformational leadership and internal marketing

Akbari

Amiri

Imani

et al. 2017

View full text Add to dashboard Cite

Purpose -The main purpose of this study is to evaluate the relationship between transformational leadership and internal marketing which is underscored by the centrality of human resources in satisfying employee's needs and how internal marketing, as a moderator and mediator, can facilitate the effects of transformational leadership on social capital and employee loyalty.Design/methodology/approach -This study develops a model and a number of propositions, based on preceding literature on transformational leadership and internal marketing on social capital and employee loyalty Findings -The model proposes that transformational leadership can play a vital role in codification of human resources variables such as internal marketing, which is founded upon the principle of paying greater attention to employees. Moreover, despite the research gap on the relationship between social capital and employee loyalty, it can be concluded that social capital can increase the level of employee loyalty to organization. Research limitations/implications -The proposed model has a number of academic and managerial contributions. This study contributes the knowledge by examining the relationship between transformational leadership and internal marketing. Managerially, this study helps managers to emphasize the centrality of human resources in satisfying employees and increase their loyalty towards the company. In addition, guarantees management effectiveness and organizational success in reaching their intended goals.Originality/value -Despite the growing acknowledgment the importance of transformational leadership as a process in which leaders and followers upgrade each other's level of ethic and motivation. However, there are few studies on the role and importance of transformational leadership on developing and reinforcing the internal marketing.

show abstract

Section: Nature and Conceptualization Of Internal Marketingmentioning

confidence: 99%

Why leadership style matters: a closer look at transformational leadership and internal marketing

Akbari

Amiri

Imani

et al. 2017

View full text Add to dashboard Cite

show abstract

“…Martin (2008) argues that people feel happy when they pursue meaningful activities. Thus, managers should know how to manage the meaning of work for employees (Cleavenger & Munyon, 2013;Vasconcelos, 2008). If employees perceive significance and meaning of work, they may be happy to do their work (Dimitrov, 2012;MacMillan, 2009).…”

Section: Work Activitiesmentioning

confidence: 99%

A Conceptual Framework of Happiness at the Workplace

Wesarat¹,

Sharif²,

Majid³

2014

ASS

View full text Add to dashboard Cite

Happiness at the workplace refers to how satisfied people are with their work and lives. The idea of happiness is related to individual's subjective well-being. Happiness at the workplace is crucial for improving productivity in any organization. Happy people are productive people while those people who are unhappy may not pay full attention to any task. Some scholars believe that organizations which are able to maintain long-term happiness at the workplace could probably increase and sustain productivity. Therefore, they should know what factors could affect employee happiness in order to effectively enhance happiness at the workplace. But research on employee happiness was rarely seen in the past. The issue of happiness at the workplace needs to be properly conceptualized so that useful research on it could be conducted. This paper presents a potential conceptual framework of happiness at the workplace that could give valuable contribution to future research in this area.

show abstract

“…Drawing upon internal marketing theory (Berry and Parasuraman 1992;Bhattacharya et al 2008;Vasconcelos 2008) and the literature on psychological contract (Rousseau and McLean Parks 1993;Thompson and Bunderson 2003), we conceptualize employees' jobs as a bundle of product attributes, consisting of economic, developmental, and ideological attributes. According to the internal 4 marketing theory, employees are the organization's internal customers, and the best way to motivate and retain internal customers is through offering "job-products" capable of satisfying their multi-faceted (i.e., economic, developmental, ,and ideological) needs.…”

Section: Introductionmentioning

confidence: 99%

Corporate Social Responsibility, Multi-Faceted Job-Products, and Employee Outcomes

Bhattacharya

Sen

2013

SSRN Journal

View full text Add to dashboard Cite

Standard-Nutzungsbedingungen:Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden.Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen.Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. This paper examines how employees react to their organizations' corporate social responsibility (CSR). Drawing upon research in internal marketing and psychological contract theory, we conceptualize that employees have multi-faceted job needs (i.e., economic, developmental, and ideological needs) and that CSR programs constitute an important means to fulfill these needs. Based on cluster analysis, we identify three employee segments, Idealists, Enthusiasts, and Indifferents, who vary in their multi-faceted job needs and, consequently, their demand for organizational CSR. We further find that an organization's CSR programs generates favorable employee related outcomes, such as job satisfaction and reduction in turnover intention, partially by fulfilling employees' ideological and developmental job needs. Finally, we find that CSR proximity strengthens the positive impact of CSR on employee-related outcomes. This research reveals significant employee heterogeneity in their demand for organizational CSR and sheds light on the underlying mechanisms linking CSR to employee-related outcomes. We end with a discussion about the theoretical and practical implications of our research. Terms of use: Documents in

show abstract

Broadening even more the internal marketing concept

Cited by 46 publications

References 49 publications

Why leadership style matters: a closer look at transformational leadership and internal marketing

Why leadership style matters: a closer look at transformational leadership and internal marketing

A Conceptual Framework of Happiness at the Workplace

Corporate Social Responsibility, Multi-Faceted Job-Products, and Employee Outcomes

Contact Info

Product

Resources

About