Using Job Satisfaction and Pride as Internal-Marketing Tools

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Using job satisfaction and pride as internal-marketing tools. (Human Resources). By Dennis B. Arnett & Debra A. Laverie & Charlie McLane Cornell Hotel & Restaurant Administration Quarterly | April, 2002

Cornell Hotel & Restaurant Administration​ QuarterlyCornell Hotel & Restaurant Administration​ QuarterlyCornell UniversityTradeMagazine/JournalBusinessTravel industryCOPYRIGHT 2002 Cornell​ University0010-8804Copyright 2002, Gale Group. All rights​ reserved.200204012002April432Arnett, Dennis B.Laverie, Debra A.McLane, Charlie87(10)Arnett, Dennis B.^Laverie, Debra A.^McLane, CharlieUsing job satisfaction and pride as internal-marketing​ tools. (Human Resources).9911210Motivational Techniques00WORWorldHospitality industry​ Product developmentHospitality industry​ Human resource managementWork environment​ Economic aspectsWork environment​ Psychological aspectsEmployee motivation​ Psychological aspectsCorporate culture​ ManagementOrganizational change​ ManagementJob satisfaction​ MeasurementJob satisfaction​ Psychological aspectsJob satisfaction​ Economic aspectsCompany personnel managementCompany service developmentCompany business management280Personnel administration361Services development200Management dynamicsHuman resource managementService developmentPsychological aspectsEconomic aspectsManagementMeasurementProduct developmentHospitality industry​ Product developmentHospitality industry​ Human resource managementWork environment​ Economic aspectsWork environment​ Psychological aspectsEmployee motivation​ Psychological aspectsCorporate culture​ ManagementOrganizational change​ ManagementJob satisfaction​ MeasurementJob satisfaction​ Psychological aspectsJob satisfaction​ Economic aspectsSales management Employees' attitudes and opinions about their colleagues and​ the work environment may make all the difference between workers'​ merely doing a good job and delivering exceptional guest service.​ Increased competition in the hotel industry has caused many​ companies to consider new strategies for gaining a competitive​ advantage. To implement new marketing approaches successfully, however,​ it is often necessary to first alter the culture of an organization to​ help align employees' attitudes with the new strategy. For example,​ many service-oriented organizations institute strategies that are​ designed to increase customer satisfaction and loyalty, and the​ successful implementation of those plans requires that employees adopt​ certain actions and beliefs (e.g., being customer-focused and​ cooperating with each other).​ Managers can alter the culture of their organizations by (1) hiring​ employees who fit well with the new vision of the organization, (2)​ training employees in skills that match the new vision, or (3)​ motivating employees to adopt actions and attitudes that are consistent​ with the new vision. This process is often referred to as internal​ marketing. As Philip Kotler suggests, "internal marketing must​ precede external marketing. It makes no sense to promote excellent​ service before the company's staff is ready to provide it."​ (1)​ Benefits of Internal Marketing​ Successful internal marketing programs can lead to important​ payoffs for an organization. The benefits of internal marketing stem​ from four main sources: (1) low employee-turnover rates, (2) an increase​ in service quality, (3) high levels of employee satisfaction, and (4) an​ improved ability to implement change in the organization. (2)​ First, the reduction in employee turnover decreases both recruiting​ and training costs. Because fewer new employees are needed, resources​ that would have been directed to filling empty positions and training​ new employees can be used for other purposes (e.g., improving the skills​ of existing employees). In addition, low turnover rates translate into​ less stress for existing employees. When people leave an organization,​ other employees are often called on to fill in until...
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