The Effect of Internal Marketing on Organizational Commitment from Market-Orientation Viewpoint in Hotel Industry in Iran

Abzari, Mehdi; Ghorbani, Hassan; Madani, Fatima

doi:10.5539/ijms.v3n1p147

Cited by 60 publications

(37 citation statements)

References 32 publications

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“…Proctor (2010) IM is an idea to put employees in the first place for achieving organizational objectives. BIA Abzari, Ghorbani and Madani (2011) IM is a philosophy of human resources management to develop jobs as products. BIA Yao, Chen and Cai (2013) IM refers to working to attract, develop, motivate, and maintain high-quality staff by providing them with work products they need.…”

Section: Biamentioning

confidence: 99%

Internal marketing, employee customer‐oriented behaviors, and customer behavioral responses

Park

Tran²

2018

Psychology and Marketing

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This study seeks to investigate the effect of internal marketing—treating employees as internal customers—on salesperson's engagement in customer‐oriented behaviors and resultant customers’ responses. The data were collected from dyadic interactions between salespeople and customers in banking firms in Vietnam. The results showed that internal marketing is significantly associated with salesperson's performance of adaptive selling behavior, customer‐oriented selling behavior, and relational selling behavior, which result in customer relationship continuity, purchase intention, and positive word‐of‐mouth. In addition, salesperson's customer‐oriented behaviors play partial mediating roles between internal marketing and external customer responses. The study extends the extant literature of internal marketing and offers useful managerial implications for service firms, particularly banking firms in Vietnam. The study concludes with suggestions of potential research directions for future studies.

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Section: Biamentioning

confidence: 99%

Internal marketing, employee customer‐oriented behaviors, and customer behavioral responses

Park

Tran²

2018

Psychology and Marketing

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“…Different studies in the banking sector (Shahzad & Naeem, 2013;Al Hawary et al, 2013), hotels (Gounaris, 2006;Abzari, Ghorbani, & Madani, 2011), retail stores (Lings, 2000;Lings & Greenley, 2009) showed positive relationships between IM and job satisfaction, IMO and job satisfaction, and IMO and IM. Thus the results of this study are similar to those determined by previous researchers in different sectors.…”

Section: Conclusion and Recommendationsmentioning

confidence: 98%

Calibrating HRM and Marketing Practices for Job Satisfaction: The Role of Internal Marketing and Internal Market Orientation

Rehman¹,

Nouman²

2015

BER

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Services sector is characterized by greater interactions among employees and the customers of an organizations. Satisfied employees or internal customers can lead to satisfied external customers; thus suggesting the need for calibrating HRM with marketing practices. The higher education sector in Pakistan is no different where increasing competition for quality students and rankings is putting strain on the organizations and their employees, especially the faculty. Internal marketing (IM) that attunes HRM approaches with a marketing paradigm is emerging as a new management tool. It focuses on addressing internal customers' needs in order to improve organizational performance vis-à-vis external customers. Literature suggests that IM can be achieved through internal market orientation (IMO). Also, the more an organization focuses on IM, the more its employees will be satisfied with their jobs. This paper studies the impact of IMO on IM, the impact of IM and IMO on job satisfaction and the mediating role of IM between IMO and job satisfaction within the context of the higher education sector. For this purpose a quantitative study on 10 different universities and institutes having a management department was conducted. Faculty members and representatives of senior management were targeted for data collection. Results show positive relationships between IMO, IM and job satisfaction; thus extending the theory to the higher education context. From the results it can be concluded that IM is influenced by IMO and is as important for service organizations as external marketing. It further strengthens the notion that without satisfied internal customers in the form of faculty, higher education institutions may struggle to improve their quality, rankings, and financial performance.

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“…Observa-se uma ligação direta entre MI e a área de recursos humanos (RH), haja vista que a concepção principal do Marketing Interno é considerar os recursos humanos como o ativo mais valioso da organização (COLLINS;PAYNE, 1991;EWING;CARUANA, 1999;ABZARI;GHORDANI;MADANI, 2011). No caso do setor público, Ewing e Caruana (1999), ao analisarem a relação entre RH e MI em uma instituição pública australiana, reforçam a necessidade de orientação para o mercado em toda a instituição de forma a criar uma interface com a política de Gestão de Recursos Humanos com vistas a viabilizar as estratégias globais dela.…”

Section: Marketing Interno E Serviço Públicounclassified

“…A satisfação desse "cliente interno", como é chamado por Gummesson (1987), é debatida por meio da visão apresentada pelo Marketing Interno (MI), que concentra no capital humano a principal fonte da criação de valor para o público externo; a satisfação do cliente externo dependerá de satisfazer às necessidades desse público interno (GREMLER; JO BITNER; EVANS, 1994;GOUNARIS, 2010;ABZARI;GHORBANI;MADANI, 2011).…”

Section: Introductionunclassified

Orientação para o Mercado Interno no Serviço Público de Ensino

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Moraes

Mainardes

et al. 2017

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O presente estudo é baseado na teoria do Marketing Interno (MI) e sua aplicação por meio da Orientação para o Mercado Interno (OMI) no contexto do serviço público. O objetivo é identificar quais fatores da OMI afetam a satisfação dos servidores de uma instituição de ensino pública de forma a contribuir com as políticas públicas. Trata-se de um estudo descritivo, com corte transversal e abordagem quantitativa. A investigação empírica ocorreu a partir de um questionário estruturado com base no modelo de Gounaris (2006), respondido por 405 servidores da instituição de ensino estudada. Os resultados obtidos apresentaram que o serviço público tem baixa orientação para o mercado interno, mostrando que satisfação no trabalho e OMI são conceitos inter-relacionados, mas que, para o serviço público, existem outras variáveis que impactam na satisfação, porém não estão contempladas no modelo. Dos 10 fatores testados, apenas os seguintes mostraram-se significativos para satisfação do servidor: Comunicação interna com os colaboradores; Comunicação interna entre gerentes e Atenção aos grupos com necessidades comuns.

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The Effect of Internal Marketing on Organizational Commitment from Market-Orientation Viewpoint in Hotel Industry in Iran

Cited by 60 publications

References 32 publications

Internal marketing, employee customer‐oriented behaviors, and customer behavioral responses

Internal marketing, employee customer‐oriented behaviors, and customer behavioral responses

Calibrating HRM and Marketing Practices for Job Satisfaction: The Role of Internal Marketing and Internal Market Orientation

Orientação para o Mercado Interno no Serviço Público de Ensino

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