Internal Marketing for Orientation Social Services

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The article “The importance of an internal marketing orientation in social services” (International Journal of Nonprofit and Voluntary Sector Marketing, 14:285-295, 2009), it’s a recent article with only three years, and many of the references that are used in this article are researchers well known in their field of work. Both of the two researchers have a PhD in Marketing from the University of South Florida and also both have already published several articles in various Marketing Journals. This article states that this research took an interdisciplinary approach to examine the role of emotions in the successful delivery of social services. Data collected from 533 surveys frontline social service providers reveled that emotional intelligence mediates the relationship between emotional labor and job stress, which in-turn impacts job performance. These findings have revealed that an internal marketing orientation is needed to better match the organization’s products, with is internal customers, and in-turn improve the quality of its offerings to its external customers. In the last decades there have been dramatic changes in the role of the social service provider. In first place there’s a lack of skilled personnel and also a financial pressure to cut cost, second social services organizations are moving from employees to contract full time staffing and last, tele-social workers who deliver social services via computer aided communications have emerged in an effort to reach individuals in rural areas. This dynamic environment brings the importance of creating an internal marketing orientation in which the companies recognize that the job is the product that satisfies the needs and wants of the internal customers, and in-turn better satisfies the needs and wants of the external customers (Lewis and Chambers, 2000). This study purposes that employee’s emotional management (i.e., emotional labor and emotional intelligence) affects perceived job performance through job stress. So, emotional self-management may be a quality that allow social services employees to better enjoy their job, and in-turn better meet the needs and wants of external customers. To test this effectiveness frontline social services personnel are sampled. The reasons why they were chosen are: 1) they are part of the fastest growing service industry in the US (Hecker, 2001); 2) they are subjected to highly charged emotional encounters and more likely to experience physical harm from customers than workers in almost any other occupation in the US (Princeton Survey Research Association, 1997); 3) service failures are pervasive. Due to this and because most of the customers that FSSP meet bring emotional baggage and in an effort to control an manage the desired consistency of service quality from one encounter to the next, many services organizations implement specific strategies that impose emotionally based display rules on its FSSP when dealing with external customers (Ashforth and Humphrey, 1993). Doing poor social services results in the continuum of customer’s bad behavior. Therefore it’s important for organizations to consider the emotional skills of its employees towards meeting the best needs of their costumer’s. So, and because to date, the relationship of emotionally based display behaviors and job stress performance from FPPS’s perspective has received little empirical investigation, this study will make a significant contribution by identifying a new antecedent of job stress. Also, this current study extends the role theory with the identification of a new mediator between the relationship of emotional labor and job stress. Human behavior is guided by expectations held by individuals – in this particular study FSSP and their customer’s, hold expectations about performance during the service encounter and both attempt to act accordingly. Behaviors that are different from the one expected may affect negatively the FSSP-costumer relationship....
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