Aspects Of Internal Marketing Research Articles

Effects of corporate social responsibility and internal marketing on organizational commitment and turnover intentions

This study examined the effects of four aspects of corporate social responsibility (CSR) (i.e., economic, legal, ethical, and philanthropic responsibility) and five aspects of internal marketing (IM) (i.e., welfare system, training, compensation, communication, and management support) on employees’ organizational commitment (OC) and turnover intentions (TI) in the casino industry. Based on survey data collected from 310 employees working for a casino company, the relationships were examined using confirmatory factor analysis, second-order factor analysis, and structural equation modeling. The results indicate that both employees’ perceptions of CSR and IM are positively related to their OC and negatively to their TI, suggesting that adding CSR programs to existing IM programs is likely to improve desirable employee work attitudes such as OC, which in turn contributes to decreasing TI. This study makes a contribution to the literature by conceptually and empirically evaluating CSR and IM dimensions simultaneously in the casino environment.

Investigating the Effect of Internal Marketing on Employee Happiness in University of Isfahan

Internal marketing seeks to enhance employees’ satisfaction as internal customers of the corporation. Therefore, its purpose is continuous improvement in offering the products and services across the corporation. In this regard internal marketing can be considered as an enhancer which creates an attractive workplace for employees. Attractive workplace is defined as creating a climate that gives rise to happiness for employees. And employees’ happiness is finally resulted in their fulfillment. In this study, the effect of internal marketing on employee happiness is investigated. This survey was conducted using descriptive-field method. It was carried out in University of Isfahan. The statistical population included 910 employees of the university. Field methods and questionnaire were used to gather essential information. Data were gathered through two standard questionnaires of internal marketing (Rafiq & Ahmad) and happiness (Oxford). Reliability of the questionnaire was obtained by means of Cronbach’s alpha coefficient that was equal to 0.97 and 0.95 for internal marketing and happiness respectively. Validity of the questionnaire was confirmed implicitly but face validity was applied for more confidence. SPSS and Amos were used to analyze data descriptively, assess the credibility of the model and test hypotheses. Results indicated that the main hypothesis under the heading "internal marketing affects employee happiness" was confirmed. Also all sub-hypotheses entitled aspects of internal marketing (internal product, pays, place, and internal promotion) have a positive effect on employee happiness.

의류전문 점포에서 내부마케팅과 내부고객관계관리가 종업원들의 변화에 대한 태도에 미치는 영향

Due to the recent trend of relationship marketing and characteristics of the apparel retail industry that relys heavily on employees' performance, internal marketing toward the employees gives a critical influence on firms' overall performance. This study is aiming at the factors of internal marketing and relationship management that enhance positive attitude toward change. A survey questionnaire was developed and about two hundreds department store sales staffs working for apparel brands participated in the empirical study. Factor analysis ensured the existence of five aspects of internal marketing: educational training, internal communication, power endorsement, management capability and incentive system. Results indicated that age, marital status, years of employment, position rank, and salary types of salespersons had significant influence on internal marketing factors. Incentive system had significant influence on internal customer relationship management. Internal customer relationship management had significant impact on employees' attitude toward change. Educational training had significant influence on employees' perceived importance of change. Educational training, power endorsement and incentive system affected employees' perceived outcome of change.