Internal Marketing Practices Research Articles

REDEFINING THE INTERNAL MARKETING-HRM NEXUS: A COMPREHENSIVE FRAMEWORK FOR ORGANIZATIONAL ALIGNMENT IN THE DIGITAL AGE

Background: Internal marketing and Human Resource Management (HRM) are crucial for organizational success. Internal marketing involves strategically communicating organizational values and goals to employees, while HRM focuses on efficiently managing human resources to achieve organizational objectives. Numerous studies have shown that integrating internal marketing and HRM can enhance organizational performance by improving employee satisfaction, retention, and overall productivity. Method: This study employs a mixed-methods research strategy, combining quantitative surveys and qualitative interviews. Structural Equation Modeling (SEM) was used to test the hypotheses concerning the relationships between internal marketing, HRM, and organizational performance. Results: The SEM analysis revealed significant positive correlations between internal marketing, HRM, and organizational performance. Specifically, internal marketing positively impacts organizational performance (β = 0.35, p < 0.01), HRM positively impacts organizational performance (β = 0.40, p < 0.01), and organizational performance mediates the relationship between internal marketing and HRM (Sobel test: z = 2.50, p < 0.05). Conclusion: The findings underscore the importance of integrating internal marketing and HRM to enhance organizational performance. Effective internal marketing and HRM practices lead to increased employee satisfaction, engagement, and retention, ultimately boosting organizational success. Findings: The study confirms that a synergistic approach to internal marketing and HRM can lead to significant improvements in organizational performance. This integration fosters a cohesive work environment, enhances employee well-being, and ensures long-term competitive advantage.

TechMark: a framework for the development, engagement, and motivation of software teams in IT organizations based on gamification.

In today's fast-moving world of information technology (IT), software professionals are crucial for a company's success. However, they frequently experience low motivation as a result of competitive pressures, unclear incentives, and communication gaps. This underscores the critical need to handle these internal marketing challenges such as employee motivation, development, and engagement in IT organizations. Internal marketing practices aiming at attracting, engaging, and inspiring employees to use excellent services have become increasingly important. Internal marketing is attracting, engaging, and motivating employees as internal customers to utilize their quality services. Gamification has emerged as a significant trend over recent years. Despite the expanding use of gamification in the workplace, there is still a lack of focus on internal marketing tactics that incorporate gamification approaches. Thus, addressing the challenges related to employee motivation, development, and engagement is crucial. Therefore, as a principal contribution, this research presents a comprehensive framework designed to implement gamified solutions for software teams of IT organizations. This framework has been tailored to effectively address the challenges posed by internal marketing by optimizing motivation, development, and engagement. Moreover, the framework is applied to design and implement a gamified work portal (GWP) through a systematic process, including the design of low-fidelity and high-fidelity prototypes. Additionally, the GWP is validated through a quasi-experiment involving IT professionals from different IT organizations to authenticate the effectiveness of framework. Finally, the outclass results obtained by the gamification-based GWP highlight the effectiveness of the proposed gamification approach in enhancing development, motivation, and engagement while fostering ongoing knowledge of the employees.

Internal marketing and employees’ personality traits toward green innovative hospitality

Purpose The current study aims to examine if the internal marketing and employees’ personal traits can predict their green innovative behavior at the workplace. Design/methodology/approach A survey was conducted with 683 frontline employees working in four- and five-star hotels in Serbia. Zero-order bivariate correlations among variables and linear multiple regression were conducted to predict green innovative behavior based on internal marketing, personality traits and psychological capital. Binary genetic algorithms were used to segregate the subset of predictors that would be most suitable to describe variance in the outcome. Findings The results showed that internal communication, incentive and reward systems, work support, work environment, openness and creative self-efficacy were the most important predictors of almost all the phases of green innovative behavior. Originality/value The research showed that a multidimensional approach in analyzing green innovative behavior is necessary as some factors can be significant or not so significant predictors. Acknowledging that innovation is a multistage process, entailing distinct activities and requiring varied individual behaviors to accomplish each task, amplifies the importance of this inquiry. Employees’ personal characteristics have direct impact on green innovative behavior in hospitality. Further, the results gave an insight into the possible mix of elements of internal marketing that can be used for boosting employees’ green innovative behavior in hospitality. This is important as implementing effective internal marketing practices empowers organizations to motivate employees to invest discretionary efforts.

The role of employer branding and internal marketing in talent attraction and retention: an applied study in a Portuguese metallurgical industry

PurposeThis research seeks to understand whether employer branding (EB) and internal marketing (IM) are fundamental to the challenge of attracting and retaining talent and how these strategies can help companies to overcome the difficulties related to the talent shortage, from the perspective of a SME Portuguese metallurgical industry.Design/methodology/approachThe research resorts to a case study of a qualitative nature, through a semi-structured interview with the head of the human resources (HR) training and development area of the Navarra Group, and quantitative, through surveys to its employees. Based on the literature, a conceptual model was constructed, whose application allowed us to perceive the relationships between the practices of EB and IM; satisfaction, motivation and commitment; attraction and retention.FindingsThe exploratory interview concluded that organizations consider EB and IM essential for an effective talent management strategy. The quantitative results demonstrate that IM and EB practices implemented in the organization contribute to the satisfaction, motivation and involvement of employees, which results in a decrease in the intention to leave. It is also noted that these practices promote an increase in the perception of organizational attractiveness, which represents a positive impact on its ability to attract.Research limitations/implicationsFrom a theoretical perspective, the research contributes to the development of knowledge about IM, EB and talent management, providing relevant data that can help define the best strategies for attraction and retention, from the point of view of IM and EB.Originality/valueThe research presents preliminary insights that can be an auxiliary tool for HR managers and professionals in the context of industrial SMEs.

The mediating role of organizational commitment in the relationship between internal marketing and job performance: Application in Turkiye

Aim/purpose – The study aims to investigate the role of organizational commitment as a mediator between internal marketing and job performance. Design/methodology/approach – For this purpose, data were collected from 239 per- sonnel working in the textile sector in Turkiye’s Organized Industrial Zone. The data obtained from the participants through the survey method were examined by explanatory factor analysis, descriptive statistics, correlation, and bootstrap regression analyses. Findings – The findings of the research clearly show that internal marketing practices have a significant impact on job performance. Internal marketing variable explained 52.24% of the change in organizational commitment. However, it has been revealed that organizational commitment has a partial mediating role in the relationship between internal marketing practices and job performance. Research implications/limitations – This study has limitations in taking samples from Turkiye, focusing on the textile industry, and using the convenience sampling method. Originality/value/contribution – These results strongly support the argument that internal marketing practices further increase job performance through organizational commitment. Keywords: internal marketing, organizational commitment, job performance. JEL Classification: M10, M12, M31, M19

NEXUS BETWEEN INTERNAL MARKETING AND ORGANIZATIONAL COMMITMENT: A STUDY ON THE PRIVATE COMMERCIAL BANK EMPLOYEES OF CHITTAGONG, BANGLADESH

In the dynamic terrain of today's business world, the intricate relationship between internal marketing strategies and organizational commitment has emerged as a pivotal area of exploration, as exemplified by this study's investigation into the private commercial banks of Chittagong, Bangladesh. This study investigates whether there are any statistically significant gender differences in internal marketing and organizational commitment and how internal marketing practices influence organizational commitment among employees. Five dimensions are selected for internal marketing, namely communication, supervision, intangible benefits, compensation, and intermediaries. The information obtained from a total of about 130 respondents with a well-structured questionnaire and different kinds of statistical and econometrical tests is used to analyze the data. The result of the Mann-Whitney U test suggests there is no statistically significant difference in internal marketing and organizational commitment between male and female employees. The Spearman correlation test’s outcomes depict that except for supervision, the rest of the internal marketing factors have a positive correlation with organizational commitment. The outcomes of ordinal regression analysis indicate that compensation, intangible benefits, intermediaries, and communication positively influence organizational commitment. Although the effects of compensation, intermediaries, and communication on organizational commitment are significant, the effect of intangible benefits is not. Compensation fosters employee appreciation, motivation, and a supportive workplace culture. Intangible rewards and open communication foster loyalty and dedication. Intermediaries play a pivotal role in bridging communication gaps between supervisors, managers, and employees, impacting employee commitment in organizations. On the other hand, supervision has negative and significant effect on organizational commitment. Overbearing supervision can negatively impact organizational dedication, reducing job satisfaction, trust erosion, and burnout.

Internal Marketing and Student’s Enrolment in Ajayi Crowther University: A Critical Interrogation

Being that private universities are, to a large extent, run on tuition generated from students, the issue of ensuring that students continually flow into such institutions has created anticipation among the management team, which has also thrown up issues on marketing. In view of this situation, the study examines internal marketing with respect to student enrolment at Ajayi Crowther University, Oyo State. The study deployed qualitative methodology with emphasis on key informant interviews. The study found out that the management of Ajayi Crowther University is conscious of the import of IM in the enhancement of the student's enrolment programme as a strategy and has, in so many ways, taken steps to ensure internal marketing practice. The study also discovered that with measures taken by management to boost internal marketing in the institution, a reciprocal effort is also noticeable among the staff team to ensure the sustainability of student enrolment and other means of generating IGR for the institution.

Study of internal marketing practices through relationship marketing in the organic products industry

The relationship marketing process, when the focus is on the internal customer, requires the search for the best cost/benefit ratio and the investment in employees who are motivated and qualified to serve customers. “The study sought to investigate the applicability of internal marketing programs in agribusiness. Such programs are relationship marketing tools aimed at the internal public. 12 companies that produce organic products were investigated in the research. It can be concluded that the objectives of internal marketing programs are aimed at promoting well-being, seeking commitment and training and informing employees. This study represents the assumption of relationship marketing in 50% of the companies contacted, since the investigation at the points of sale allowed the verification of 24 companies.

Exploring the impact of internal marketing practices on the commitment to “green” intellectual capital

The purpose of this study is to explore how internal marketing practices affect the commitment of organizations’ “green” intellectual capital. It examines the relationship between internal marketing practices and the commitment to its “green” intellectual capital’s components: human, relational, and structural. Moreover, it investigates to what extent internal marketing practices are applied to strategic, operational, and implementation levels, affecting “green” intellectual capital commitment. A 27-item questionnaire was used to collect quantitative data. Six hundred nine employees from large companies operating in various business sectors in Greece participated in a survey from July to November 2020. The findings documented a strong impact of internal marketing practices (90.5%) on the commitment to “green” intellectual capital. Internal marketing practices applied at operational levels have the most substantial effect on the commitment of “green” intellectual capital (t = 17.387), while practices at implementation levels are not significant (t = 3.668). The results also indicated that internal marketing practices applied at strategic levels significantly influence the commitment to “green” intellectual capital (t = 15.747). Finally, the study discusses the theoretical and managerial contributions. Acknowledgment This study has been funded by the University of West Attica / Special Account for Research Grants.

The Role of Internal Marketing Practices in Moderating the Impact of Job Insecurity on Turnover Intention

With internal marketing (IM) practices serving as a moderator, this article intends to investigate the nature of the link between job insecurity (JI) and turnover intention (TI). The survey included Jordanian Islamic bank employees. Using a basic random sample, a total of 284 replies from various Jordanian Islamic banks were gathered and evaluated; the response rate was thus (78.8%). SPSS software was used to perform a descriptive study of the respondents' demographic characteristics. SmartPLS made use of the measurement, structural model, and test hypotheses of the study framework. The study's key results show a substantial positive association between work instability and desire to leave. Additionally, it shows a strong influence of internal marketing's moderating function on the association between work instability and desire to leave. Employees who feel insecure in their jobs may have intentions to quit, which might be one argument in favor of this connection. Otherwise, they need internal marketing techniques from the organization's side to enhance their performance and persuade them to abandon their plans to leave this company. This result of our correlation research demonstrates that internal marketing implementation inside firms displays the function that it plays in attaining job instability and turnover intention. The banking industry, financial institutions, and other businesses in any nation looking to retain their staff may all benefit from this research. The moderating influence of internal marketing in the direct link between job insecurity and turnover intention in the Islamic banks in Jordan was one of the social issues this article attempted to solve. The fact that every study builds on earlier work means that this cannot be done in a vacuum. We were directed to concentrate on bridging the information gaps concerning such a situation by doing an extensive literature study of books and periodicals on what is currently known about the topic.

The Impact of Internal Marketing Activities on Mandatory Volunteers in Sport: A Case from the 2019 Military World Games in China

Given the importance of volunteers to the successful operation of sport events, the current study investigated, based on the volunteer process model (VPM), the role of internal marketing in the relationships between volunteer role ambiguity, commitment, and intention to volunteer among mandatory volunteers in a mega sport event setting. Data were collected, using an online questionnaire, from 507 mandatory volunteers in the 2019 Military World Games held in China and primarily analyzed using the partial least square structural equation modeling (PLS-SEM). The results indicated that internal marketing was significantly associated with role ambiguity, affective commitment, and intention to volunteer, while role ambiguity was significantly related to affective commitment and volunteer intention. The results suggest that the practice of internal marketing can contribute to volunteer outcomes in the context of mandatory volunteering by reducing role ambiguity, increasing organizational commitment, and enhancing future volunteering intention.

The Impact of Internal Marketing on Employee Satisfaction in the Vietnamese Telecommunication Industry

Internal marketing (IM) has become essential in service industries since employees are considered critical to excel in customer service due to fierce competition. Previous studies have examined and proved the role of IM in retaining happy and loyal customers in a variety of industries. However, little research on IM was conducted in the telecommunication industry in both developed and developing countries. Thus, this paper aims to test the impact of IM elements on employee satisfaction in the Vietnamese telecommunication industry, one of the fastest-growing industries in recent years. We developed a research model based on the social exchange theory and adopted seven IM elements from previous studies. Data was collected from a sample of 362 employees working in the Vietnamese telecommunication industry through an online questionnaire survey and analyzed in SmartPLS 3.0 using the PLS-SEM technique to test the hypotheses. Our analysis results showed that reward had the strongest impact on employee satisfaction, followed by internal communication and vision. The least influential factor on employee satisfaction was training and development. On the contrary, fairness was identified not to have statistical significance on employee satisfaction. Thus, practical implications for managers in the telecommunication industry were proposed to promote employee satisfaction and engagement with the company by using IM practices

THE EFFECT OF PERCEIVED VISIONARY LEADERSHIP TO INTERNAL MARKETING: A SAMPLE OF ACCOMMODATION BUSINESSES

Konaklama işletmelerinde çalışanların motivasyon ve memnuniyetini sağlayarak daha etkin ve verimli bir iş gücü ortaya koyabilmeleri için yöneticilerin sergilemiş olduğu liderlik tarzı ve yansımaları önemli bir araçtır. Bu noktada, örgüt içerisinde iş birliği sağlayarak örgütsel hedeflere ulaşılabilmesi bakımından vizyoner liderliğin önemli bir konuma sahip olduğu bilinmektedir. Vizyoner liderlik tarzını benimseyen yöneticilerin varlığı, konaklama işletmelerinde özellikle operasyonel bir süreç olarak içsel pazarlama uygulamalarının başarıya ulaşması ve müşteri memnuniyetine yönelik doğrudan etkileri bulunan çalışan memnuniyetinin sağlanması bakımından oldukça önemlidir. Bu bilgiler doğrultusunda araştırmanın amacı, algılanan vizyoner liderliğin içsel pazarlamaya olan etkisinin Kayseri’deki dört ve beş yıldızı zincir konaklama işletmelerinin çalışanları örneğinde tespit edilmesi olarak ortaya konmuştur. Sonuç olarak algılanan vizyoner liderlikle içsel pazarlama da zayıf yönlü bir ilişki olmasına rağmen algılanan vizyoner liderliğin içsel pazarlama üzerinde pozitif yönde etki oluşturduğu saptanmıştır.

The Influence of Internal Marketing Practices in the Banking Sector: A Systematic Review Approach

The Influence of Internal Marketing Practices in the Banking Sector: A Systematic Review Approach

The Impact of Internal Marketing Practices on Employees’ Job Satisfaction during the COVID-19 Pandemic: The Case of the Saudi Arabian Banking Sector

Based on the social exchange theory, the current study aimed to develop and test a conceptual model that integrates the relationships among internal marketing dimensions (i.e., supportive and participative leadership, training and development, information and communication, and selection and appointment) and job satisfaction in the banking sector of Saudi Arabia, particularly during the COVID-19 pandemic. We collected data from 329 employees working in different private and public banks in Riyadh, Saudi Arabia. Overall, the findings confirmed the significant and positive effects of supportive and participative leadership, training and development, information and communication, and selection and appointment on employees’ job satisfaction. The current research contributes to the understanding of the broad role played by internal marketing practices in maintaining the job satisfaction of banking sector employees, during and possibly after the COVID-19 pandemic.

Strategic Attributes and Organizational Performance: Toward an Understanding of the Mechanism Applied to the Banking Sector.

The study examines and theorizes the importance of strategic attribute constructs (strategic orientation, organizational culture, and organizational internal market orientation) as applied to Pakistan’s banking sector by identifying their roles in enhancing organizational performance and the mediating effect of organizational commitment. The current study adopted quantitative research designs and methods to determine structural relationships between the proposed constructs. A total of 10 hypotheses were tested underpinned by the Resource-Based View of the Firm and Social Exchange theories. The strategic attributes studied were significantly and positively related to, and enhance, organizational performance if the banks: (1) focus on strategic positioning, (2) fostering a strong organizational culture, (3) strategize internal marketing practices, and (4) boost organizational commitment. The findings supported the mediating role of organizational commitment between strategic attributes and organizational performance. This study contributes to existing literature and supports prior research while filling in gaps in the literature concerning developing countries.

Investigation of Antecedents and Outcomes of Employee Based Brand Equity in Services Sector of Pakistan

There is twofold purpose of the research; one is to empirically test the employee based brand equity (EBBE) model by integrating the major practices which include internal brand management, internal relationship marketing and internal marketing practices. It provides great insight for organization how to manage employees effectively with consideration to internal brand building. Secondly this model presents more appropriate and comprehensive way to determine organizational benefits. The cross-sectional study design with development of survey questionnaire to collect the data. The data was collected from CSR department of Telecommunication companies. The results shows strong support for the model and all the hypothesis were in support except the partial mediation of one hypothesis. This means the validation of model used for this research. The study contains both theoretical and managerial implications which contribute towards its soundness. Theoretically this study provides a more comprehensive and integrated view of EBBE and its benefits. Along with this also enriches the literature in this area of marketing. This study models the maximum practices of EBBE under one umbrella. Looking towards its managerial implications it provides help the management to analyse and understand the factors that influence the employee. This also provides a wider picture of benefits that are result of successful implementation of this model. On the basis of this model the management can make decisions and take initiatives to the employee’s perception towards the branding and their positive impact in brand building. This research makes following important contributions; strengthen the EBBE literature; secondly provides more comprehensive view of EBBE; thirdly this analysis is made in services sector of developing country context; fourth incorporate the employee’s perceptions towards the brand building efforts and how organizations can deal with it.

Constituents of Internal Marketing in Higher Educational Institutions in India

Internal marketing (IM) has revolutionized in the manner by which organizations across the globe look forward to achieve their objectives purely through working head by focusing on information, education, development and motivation of their employees. Internal marketing, thus, having realized such indispensable and significant relevance which plays a pivotal role in the higher educational institutions (HEI’s). Therefore, an attempt has been made to develop a scale in order to identify the various key constituents of IM in HEI’s. The data for the study was compiled from primary sources. Factor Analysis was used for the purpose of analysis. The results of factor analysis portrayed that internal communication, internal market research, training and development, psychological factors, HR and rewards, sociological factors, empowerment and vision are the important factors being the constituents of IM practices in HEI’s in India. The study recommended that the authorities in HEI’s should pay additional emphasis on the aforesaid factors in order to boost faculties continued commitment levels and to create comprehensible and practical job as well as organizational objectives.

Relationship between internal marketing and workplace mobbing: empirical results from sports organizations

Internal marketing and workplace mobbing are among the important facts that affect the efficiency and performance of organizations. This study was carried out to investigate the relationship between internal marketing and mobbing behaviors. Data for the study were obtained from employees working at organizations providing sports services in Turkey. The study used the IM-11 scale developed by Yildiz and Kara (2017) to measure the employees’ internal marketing perception and the MS-A developed by Yildiz (2020a) to measure mobbing behaviors. The validity and reliability results in this study strongly demonstrated that both scales developed for higher education institutions can be applied to employees of sports services organizations. Correlation and regression analysis showed a significant and negative relationship between internal marketing and mobbing (β=-0.471; p<0.001). While internal marketing was moderately effective on vertical mobbing (β=-0.376; p<0.001), its highest effect was on vertical/horizontal mobbing (β=-0.486; p<0.001). The results of this study showed that internal marketing practices can be highly effective in preventing possible mobbing behavior among employees. Hence, managers who want to create a work environment free of conflict and low efficiency should effectively implement internal marketing within the organization. Keywords: Internal Marketing; Mobbing; Employee; Sports Organizations.

Service beyond the status quo: the ripple effect of corporate social responsibility and internal marketing on employee's customer-oriented behavior

PurposeThis paper proposes a research model in which work engagement (WE) mediates the effects of corporate social responsibility (CSR) and internal marketing (IM) simultaneously on customer-oriented boundary-spanning behavior (COBSB).Design/methodology/approachThe study deploys structural equation modeling (SEM) to examine data acquired from 355 frontline bank employees (FBE) of private banks.FindingsThe findings of this study demonstrate that both FBE's perceptions of CSR and IM are positively related to their WE, proposing that adding CSR practices to existing IM programs is likely to boost anticipated employee work attitudes such as WE, which consecutively increase positive employee job outcomes such as COBSB. This research contributes to the body of knowledge by conceptually and empirically gauging CSR and IM practices simultaneously in the banking sector.Originality/valueThis study contributes to the existing body of knowledge by investigating the relationship between CSR and IM to COBSB via WE in frontline service roles in the retail banking sector.