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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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