The Role of Internal Marketing in Employees’ Organisational Identification
Uloga internog marketinga u organizacionoj identifikaciji zaposlenih
Abstract
In this paper, we have tried to present the role of internal marketing (IM) in employees’ organizational identification (OI) based on the review and analysis of relevant empirical studies that were published in the period from 2009 to the present. The analysis showed that IM has a significant role in increasing employees’OI (the direct impact). The impact of IM on OI also takes place through two groups of mediators: internal marketing orientation (IMO) and the adoption of IM philosophy by managers, i.e. employees‘ job satisfaction and organizational commitment. Employees‘ experience of the programmes of IM and their perceptions of IMO affect OI, rather than management‘s attitude. However, IM programmes without managerial support do not provide the best levels of employees‘ OI. When employees are encouraged by managerial support to perceive IM, then their perceptions of IM are facilitated. In addition, the similarity between the perceptions of the organization‘s value by the manager and his employees leads to the harmonious growth of their identification with the organization. The transfer of OI from manager to employees encourages performance growth, and improves the perceptions of service quality by customers. OI mediates the relationship between IM and employees‘ outcomes. In accordance with the above, this topic is recommended to both theorists and practitioners; it is still insufficiently researched i.e. applied.
Apstrakt
U ovom radu, pokušali smo da predstavimo ulogu internog marketinga (IM) u organizacionoj identifikaciji (OI) zaposlenih bazirajući se na pregledu i analizi relevantnih empirijskih studija koje su objavljene u periodu od 2009. do danas. Analiza je pokazala da IM ima značajnu ulogu u povećanju OI zaposlenih (direktan uticaj). Uticaj IM na OI se odvija i posredstvom dve grupe medijatora: interne marketinške orijentacije (IMO) i usvojene filozofije IM od strane menadžera, odnosno zadovoljstva zaposlenih poslom i organizacione posvećenosti. Iskustvo zaposlenih sa IM programima i njihove percepcije IMO utiču na OI pre nego stav menadžmenta. Međutim, programi IM bez podrške menadžmenta ne daju najbolje nivoe OI zaposlenih. Kada su zaposleni podstaknuti menadžerskom podrškom da percipiraju IM, tada su njihove percepcije IM olakšane. Osim toga, sličnost između percepcija vrednosti organizacije od strane menadžera i od strane njegovih zaposlenih vodi usklađenom rastu njihove identifikacije s organizacijom. Transfer OI sa menadžera na zaposlene podstiče rast performansi, i poboljšava percepcije kvaliteta usluge od strane potrošača. OI posreduje u odnosu IM - ishodi zaposlenih. U skladu s navedenim, ova tema se preporučuje i teoretičarima i praktičarima; još uvek je nedovoljno istražena odnosno primenjena.
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