Research on the Impact of Internal Marketing on Employees’ Job Satisfaction in Customer Service Organisations
1.1 Research background
Conventionally, recruiting talented employees has been the norm of many organisations across the world. Nonetheless, in the recent past, retaining talented employees has gained a lot of momentum. As such, most organisations are now considering putting measures in place for the purpose of minimising the rates of employee turnover. According to Ting (2011), the satisfaction as well as quality of employees in an organisation is regarded as one of the most essential components of the organizational effort. Considering, a wide range of studies have verified that satisfaction and retention of organisational employees is linked to organisational success. With turnover of talented employees within an organisation, Punjaisri et al. (2009) have argued that organisations typically suffer when it comes to recruiting, training, as well as learning costs. These aspects as a result usually affect the employee job satisfaction to a considerable extent. Panigyrakis and Theodoridis (2009) have explicated that subsequent proliferation of technology as well as globalisation of businesses in the last few years has created stiff competition among many organisations across the globe. This has become significant not only in the manufacturing industry, but also in the service industry. Taking this into account, talented employees have been regarded as the real differentiating factor particularly when it comes to the supermarkets. With the increase need to retain talented employees in the organisation, Punjaisri et al. (2009) have explained that most supermarkets have considered the use of internal marketing.
Internal marketing, as explained by Ting (2011) refers to various actions that an organisation performs for the purpose developing, training, as well as motivating employees. The primary objective of this is that it greatly helps in enhancing the quality of services offered to the customers. This sentiment has been echoed by Opoku et al. (2009), who have explained that international marketing also plays a fundamental role when it comes to enhancing the productivity of the employees as well as increased customer satisfaction. Increase customer satisfaction as a result implies that an organisation can be able to generate more sales, which translates to more profit margins. According to Lings and Greenley (2009), internal marketing typically takes into account the task of recruiting, educating and motivating employees successfully in an attempt to perfect customer service. A study conducted by Chandrasekar (2011) revealed that it is not rational to expect excellent services from an organisation with employees who are not ready to provide excellent services.
Opoku et al. (2009) denote that internal marketing has become one of the most important organisational concepts, where various organisations apply a wide range of marketing tools for the purpose of retaining the best employees in an organisation. This as a result helps considerably in enhancing business performance. Taking this into account, Panigyrakis and Theodoridis (2009) have identified various constructs that makes up the internal marketing within an organisation. These include customer orientation, job satisfaction, employee motivation, empowerment, marketing like approach, employee development, job satisfaction, employee motivation, strategic reward, internal communication, quality of service as well as senior leadership among others. According to Shiu and Yu (2010), the various approaches to internal marketing practice usually incorporate empowerment, which plays a fundamental role in authorizing employees and giving them responsibility for the quality services. This sentiment has been backed up by Lings and Greenley (2009), who have added that empowered employees particularly when it comes to supermarkets usually feel satisfied, which in turn makes them perform better. Through allowing the employees authority, they tend to become more responsible when it comes to achieving organizational goals as well as objectives. Taking this into consideration, a wide range of empirical studies have revealed that within supermarkets, the participative decision making of employees typically help hugely in improving the their commitment levels as well as job satisfaction. As such, Panigyrakis and Theodoridis (2009) have elucidated that when employees within an organisation are involved in the decision making process, they tend to become part of the overall organisation. This as a result plays a major role in aligning their own goals with the organisational goals.
1.2 Research rationale
As noted by Shiu and Yu (2010), the significance of internal marketing in most supermarkets has been underestimated to a considerable extent. This is particularly when it comes to systems that view employees as paid personnel that need to perform their obligatory requirements. Nonetheless, in light of the dynamic business world, there has been adoption of humanistic approaches to management in most of the supermarkets globally, where job satisfaction has been considered as key component of organisational success. This notwithstanding, a study conducted by Steward et al. (2015) revealed that found out that about 60 percent of the employees in the UK’s supermarkets are not contented with their jobs. Talking this into account, it has been established that ignoring crucial aspects within an organisation such job satisfaction has been a major contributor to work turnover among various supermarkets. In light of this, this study is devoted to explore the need for organisations rethinking about employee job satisfaction through the use of various approaches to internal marketing. As such, the findings of this study will play a fundamental role in informing HR managers as well as government agencies responsible for drafting and enacting various policies that related to employee job satisfaction. Moreover, the study will play a critical role in helping individual employers in identifying the most suitable approaches for enhancing employee retention through adoption of a plethora of job satisfaction measures.
Over the last many years, a wide range of studies on job satisfaction has been conducted. Nevertheless, only a handful of these studies have focused on internal marketing approaches when it comes to customer service organisations. For instance, a study conducted by Shabbir and Salaria (2014) focused on internal marketing among higher learning institutions. A similar study by Poor et al. (2013) focused on the correlation between internal marketing and employee behaviour, but failed to consider job satisfaction. Despite the fact that a study conducted by Al-Hawary et al. (2013) concentrated on communication, training, and motivation in the banking industry, the authors did not consider management support, which is a key component when it comes to successful internal marketing. Taking this into account, this study seeks to fill these gaps through exploring the impacts on the internal marketing on job satisfaction in the customer service industry. As such, the deliverable of this study will play a fundamental role in adding to the existing knowledge on the various internal marketing practices and job satisfaction in the supermarket industry.
1.3 Research aim and objectives
In light of the above justification, this study aims at exploring the impact of internal marketing on employee’s job satisfaction in customer service organisations. For the purpose of achieving this research aim, this study focuses on the following four objectives;
- To investigate the influence of training on employees’ job satisfaction in customer service organisation.
- To identify the impact of reward on employees’ job satisfaction in customer service organisation.
- To analyse the influence of communication on employees’ job satisfaction in customer service organisation.
- To explore the impact of management support on employees’ job satisfaction in customer service organisation.
This study is organised into five chapters. These are introduction, literature review, methodology, data analysis, and conclusion. The introduction part provides background information of the study. The literature review part provides past studies related to the study topic. The methodology part provides the methods applied in collection and analysis of data. The data analysis part uses various data analysis techniques in analysing the collected data. The last part, the conclusion, provides the summary of the study.
Al-Hawary, S.I., Al-Qudah, A.K., Abutayeh, M.P., Abutayeh, M.S., & Al-Zyadat, D.Y. (2013). The impact of internal marketing on employee’s job satisfaction of commercial banks in Jordan’, Interdisciplinary Journal of Contemporary Research in Business, 4(9), pp. 811-826.
Chandrasekar, K. (2011) ‘Workplace environment and its impact on organisational performance in public sector organisations’, International Journal of Enterprise Computing and Business Systems, 1(1), pp.1-16.
Lings, I. N., & Greenley, G. E. (2009) ‘The impact of internal and external market orientations on firm performance’, Journal of Strategic Marketing, 17(1), 41-53.
Opoku, R. A., Atuobi-Yiadom, N., Chong, C. S., & Abratt, R. (2009) ‘The impact of internal marketing on the perception of service quality in retail banking: A Ghanaian case’, Journal of Financial Services Marketing, 13(4), 317-329.
Panigyrakis, G. G., & Theodoridis, P. K. (2009) ‘Internal marketing impact on business performance in a retail context’, International Journal of Retail & Distribution Management, 37(7), 600-628.
Poor, E.R., Akhlaq, E.M. & Akhavan, M. R. (2013) ‘Evaluate the effect of internal marketing on employees behavior’, International Journal of Research and Reviews in Applied Sciences, 16(1), pp.134-146.
Punjaisri, K., Evanschitzky, H., & Wilson, A. (2009) ‘Internal branding: an enabler of employees’ brand-supporting behaviours’, Journal of Service Management, 20(2), 209-226.
Shabbir, M.J., & Salaria, R. A. (2014) ‘Impact of Internal Marketing on Employee Job Satisfaction: An Investigation of Higher Education Institutes of Pakistan’, Journal of Marketing Management, 2(2), pp. 239-253.
Shiu, Y. M., & Yu, T. W. (2010) ‘Internal marketing, organisational culture, job satisfaction, and organisational performance in non-life insurance’, The Service Industries Journal, 30(6), 793-809.
Steward, J., Cohen, D., & Popat, R. (2015) 60 per cent of UK workers not happy in their jobs. Available at: https://www.investorsinpeople.com/press/60-cent-uk-workers-not-happy-their-jobs(Accessed 5th March 2017).
Ting, S. C. (2011) ‘The effect of internal marketing on organizational commitment: job involvement and job satisfaction as mediators’, Educational Administration Quarterly, 47(2), 353-382.
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