IMO and internal branding outcomes: an employee perspective in UK HE

Enhancing firm performance through internal market orientation and employee organizational commitment

“…Table 1 illustrates the measurement items for each construct (Likert scales anchored from 1 = strongly disagree, to 7 = strongly agree were used). The measures of IMO built on previous empirical studies referring to a higher-order construct of three sub-dimensions, which allows assessment of the degree to which a firm is internal market-oriented, rather than forcing an either-or evaluation (Yu et al, 2016). Internal information generation refers to the collection and assessment of internal customers.…”

“…IMO is therefore considered to play a critical role in facilitating effective employer-employee relationships. Employees in firms that practice IMO effectively often feel valued, respected and fairly treated (Yu et al, 2016).…”

“…Hence it is of particular importance to value and respect strong performing individuals in order to obtain their loyalty and retention to the organization (Yu et al, 2016). Employees who are less connected to an organization emotionally or mentally may demonstrate more negative attitudes and behavior and are increasingly likely to leave their jobs (Chen & Francesco, 2000).…”

“…Existing research on IMO has tended to focus on customer-contact employees within the service sector environment and has emphasized the importance of having satisfied employees as a precursor to happy external customers (Lings & Greenley, 2005). Previous studies have examined the direct relationship between IMO, employee job satisfaction (Gounaris, 2008), customer satisfaction (Tortosa, Moliner, & Sanchez, 2009), staff attitudes, retention and compliance (Lings & Greenley, 2005), brand identification and brand supportive behavior (Yu et al, 2016). However, they have not empirically examined IMO's impact on employees' organizational commitment, and thus neglecting the fact that commitment is often a more important indicator of employee retention than satisfaction (Camp, 1994).…”

“…In terms of its practical benefits, internal marketing has suffered from some confusion among practitioners as they grapple to implement such an approach. In response, internal market orientation (hereafter IMO) has been suggested as a useful managerial mechanism for facilitating the rationale of internal marketing by strengthening the employment relationship (Yu, Assad, Yen, & Gupta, 2016). IMO is commonly defined as information generation and dissemination with respect to better satisfying the needs and wants of an organization's internal customers i.e.…”