Service Sector Organization (Essay Sample)

HOW EFFECTIVE IS INTERNAL MARKETING IN MANAGING EMPLOYEES IN A SERVICE SECTOR ORGANIZATION
Introduction
In an organisation, employees should be treated with necessary concern in order the enhance productivity. This implies that motivational factors and benefits should be dealt with accordingly to enhance equality and the desire to accomplish a common goal (Kotler, 2000). Conversely, distinct organisation involved in marketing activities requires enthusiastic employees who are able to meet targeted objectives (Jerome, 2005). It is important to consider concept of international marketing (IM) when dealing with employees so that the service provision could conform to, and exhibit exploration of crucial factors enhancing service delivery and employee motivation respectively. In spite of desire by most organisations to embark on external markets, internal marketing facets play great roles in progress, or an organisation (Bansal, et. al., 2001). The concept of international marketing should be adopted since it has undergone numerous changes. The challenges enhanced derivation of practical approach in dealing with employees and jobs (Rafiq and Ahmed, 2000). In a nutshell, organisations should consider employees as customers and treat them accordingly to enhance productivity; conversely, distinct jobs assigned to employees should as well be regarded as products. This would be viewed as positive perception towards their progress within the respective organisations hence creating intact internal market plan that delivers effectively to the targeted objectives (Stephen, 2002).
However, motivated employees could be characterised by quality of service they deliver (Finney et. al., 2010). In addition, when organisations adopt market/ customer oriented approaches to service delivery, for example use of approaches like internal market–links, employees would be greatly motivated leading to effective accomplishment of job targets (Christopher et. al., 2000). Moreover, application of international marketing has been confirmed to create better ways of implementing both internal and external organisation’s marketing programs. It is important to reiterate that proper delivery in the service sector enhances individual customers and economies. However, organisations should adopt considerable efforts in improving quality of service delivered to customers (Chang & Chen, 1998). In this regard, practitioners and academics in the field of marketing often advocates adherence to respective market orientation as strategic gain in quest to enhance customer loyalty and satisfaction. Organizations that have realised the same prospered through focusing on customer objectives for over four decades within international business marketing scope (Jerome, 2005).
The field of internal marketing has since been a marketing research area for decades. It has greatly increased globalisation and internal competition among organisations that are concerned with service delivery businesses at both national and international scopes (Ahmed et. al., 2003). However, it is important that such organisations should be focused on ways to enhance greater improvement in terms of customer satisfaction. Previously, research indicated that internal marketing should be recognised as key facet to organizations’ excellence and marketing success (Christopher et. al., 2000). This implied that organisations had to set marketing concepts as key objective in enhancing customer satisfaction. According to Jerome (2005), it is important to justify marketing concept as an exploration to enhance success within business organisations that are concerned with satisfactory service delivery. In addition, it’s clear imperial evidences showcased positive integration between organisational competitiveness, internal marketing, and business progress and performance respectively (Michael & Albert, 1999). There is dire need for further research to examine the extent to which the integrations relate. This would lead to understanding of distinct and respective business relations to enhance organisational performance through internal marketing (Bansal, et. al., 2001).
In demonstrating the respective aspect of internal marketing to employee management in service delivery sector, the literature review will be based on research about internal marketing. It will include proposal and evaluation or empirical implementation framework with reference to Hotel business (Stephen, 2002). More focus will be based on internal service quality, employee loyalty, employee performance, customer satisfaction and how internal capability influence organisation’s performance. However, the literature review will be presented and structured as follows; it will identify internal marketing that effectively impacts organisation’s competencies and its effects on external marketing (Kotler, 2000). Forthwith constructs applicable research model to expound the relationships if its factors to real life business performance (Christopher et. al., 2000). Thirdly, the literature review will generate proposition on research for empirical test, and finally, it will illustrate suggestions for further research on internal marketing and its effects on employees in a service delivery organisation leading to conclusive remarks (Chang & Chen, 1998).
LITERATURE REVIEW
Internal Marketing
There are lots of literature on internal marketing which varies with organisational behaviour and marketing sector concerned globally. However, Ahmed et. al., (2003) defines internal marketing as ‘a process of selling firm to its employees.’ However, research findings indicate that internal marketing of an organisation’s employees could be motivated in order for them to embrace their work jurisdictions (Stephen, 2002). This would conversely enhance customer-oriented and service mindedness behaviour. However, this could activate approaches related to marketing in situations whereby activities are internally used. Organisations that deal with service marketing appreciate that employees’ plays great roles to increase returns as far as internal marketing is concerned (Jerome, 2005).
Employees attract customers, build relationships and maintain the same with customer fraternity. In a nutshell, it could be presumed that recognition of employees’ central role in service marketing creates and maintains an organisation’s internal marketing dreams (Michael & Albert, 1999). Thus, firms should enhance strong and market oriented employee development and motivation in order to effectively achieve their objectives. According to the study, it would be impeccable to state that internal marketing incorporates series of multifaceted and employee focused organisational development (Christopher et. al., 2000).
In accomplishing the scope of the literature review, it would be skilful to assert that comprehensive adherence to strategies for implementing internal marketing activities should include among other, activities related to employee recruitment, retention, training, communication and motivation (Bansal, et. al., 2001). Employees being the key role players in the service delivery sector should be handled with utmost care and equality so that they would strive to achieve and if possible surpass their market targets as far as service delivery is concerned. This would greatly improve the organisation’s level of service delivery and rank within both national and international scope (Jerome, 2005).
Recruitment and Training
In every organisation, employees are regarded as key resource. Service delivering organisations should ensure that they adopt an open recruitment process that gives applicants equal opportunities to defend their qualifications and attraction to the firms. This requires competitive job descriptions that enhance the recruitment procedure (Yousef, 2000). However, the process is necessary for an organisation to carefully select contact personnel with proven records in service delivery organisations. This could effectively encourage selection of qualified and competent people who would work with enthusiasm (Finney et. al., 2010). Employees who got favors’ to clinch job vacancies have been confirmed to distract other employees in accomplishing the organisation’s objectives, this implies that recruitment through dubious means jeopardise the organisation’s progressiveness in meeting customer and market demands (Christopher et. al., 2000).
Recruited employees should undergo thorough orientation and work based trainings so that they fully grasp the total organisational view as far as work jurisdictions are concerned. This is essential in ensuring that employees locate themselves within an organisation (Rafiq and Ahmed, 2000). The service delivery sector is sensitive hence the managers should ensure that they are fully involved in the rigorous training process. Being professional career, managers should ensure that employees’ orientation process is accomplished professionally with the involvement of as many senior managers as possible (Ahmed et. al., 2003). This would create a positive perception to the employees on how important their functions would be to the accomplishment of pragmatic organisational objectives in the service delivery sector (Stephen, 2002).
However, in service delivery organisations, the values of realistic recruitment process could not take long before recognition. This is due to the fact that the recruits would demonstrate maturity and adherence in respective assigned tasks leading to improved output returns (Kotler, 2000). As far as employee recruitment is concerned, previous research indicated that about seventy percent of organisations preferred careful employee selection process forthwith emphasis on rigorous training on how best to interact with customers in service delivery sector (J...