Integrating the personnel and marketing functions: The challenge of the 1990s

Glassman, Myron; McAfee, Bruce

doi:10.1016/0007-6813(92)90069-l

Cited by 38 publications

(15 citation statements)

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“…Internal marketing has long been debated as a tool of motivating employees to engage in market-oriented and customer-focused behaviours (Lings & Greenley, 2009). From an organisational perspective, it is necessary to evaluate the consequences of employees' motivation to improve their levels of customer orientation (Glassman & McAfee, 1992;Strong & Harris, 2004;Varghese & Edward, 2018). Motivated employees have been posited as important factors in differentiating the business and establishing a holistic consumer experience to endear customers favourability towards a brand and its prestige (O'Keeffe et al, 2016).…”

Section: Workplace Motivation and Customer Orientationmentioning

confidence: 99%

A generational study of employees’ customer orientation: a motivational viewpoint in pandemic time

Mahmoud

Grigoriou

Fuxman

et al. 2020

Journal of Strategic Marketing

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This study represents a scholarly endeavour to explore the effects of Covid-19 perceptions on customer orientation via job insecurity, burnout and workplace motivation alongside generational effects non-equivalency amongst a sample of customer service employees working in different businesses located in three countries in the MENA region. We received 752 responses composed of three generations (i.e. X, Y, and Z) that were analysed mainly using Partial-Least-Square Structural Equation Modelling (PLS-SEM) approach and that included path and multigroup analyses. Our results show that intense Covid-19 perceptions have indirect adverse effects on customer orientation via a sequence of mediators comprising job insecurity, burnout and workplace motivation. Non-equivalency is spotted across generations regarding the relationships between job insecurity and burnout, burnout and motivation as well as motivation and customer orientation. Besides, intense Covid-19 perceptions act more substantially as an indirect trigger of less favourable levels of customer orientation amongst younger generations.

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Section: Workplace Motivation and Customer Orientationmentioning

confidence: 99%

A generational study of employees’ customer orientation: a motivational viewpoint in pandemic time

Mahmoud

Grigoriou

Fuxman

et al. 2020

Journal of Strategic Marketing

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“…BIA Glassman and McAfee (1992) IM is implemented through integrating marketing and personnel functions to the extent that personnel becomes a resource for the marketing function.…”

Section: Mamentioning

confidence: 99%

Internal marketing, employee customer‐oriented behaviors, and customer behavioral responses

Park

Tran²

2018

Psychology and Marketing

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This study seeks to investigate the effect of internal marketing—treating employees as internal customers—on salesperson's engagement in customer‐oriented behaviors and resultant customers’ responses. The data were collected from dyadic interactions between salespeople and customers in banking firms in Vietnam. The results showed that internal marketing is significantly associated with salesperson's performance of adaptive selling behavior, customer‐oriented selling behavior, and relational selling behavior, which result in customer relationship continuity, purchase intention, and positive word‐of‐mouth. In addition, salesperson's customer‐oriented behaviors play partial mediating roles between internal marketing and external customer responses. The study extends the extant literature of internal marketing and offers useful managerial implications for service firms, particularly banking firms in Vietnam. The study concludes with suggestions of potential research directions for future studies.

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“…A growing theme here is that as organizations increasingly attempt to match their HRM strategies to their business strategies, so that the former may contribute to the successful achievement of the latter (Boxhall, 1992; Hendry and Pettigrew, 1992), outward looking, enterprising and commercially aware personnel managers are a prime requirement. A second, and related development, is the growth of TQM and customer care programmes which encourage personnel managers to see employees as “internal customers” and “as the key to marketing success” (Glassman and McAfee, 1992). The quest for quality in the 1990s with its emphasis on teamwork, culture change, empowerment, continuous improvement (etc.)…”

Section: Discussionmentioning

confidence: 99%

Professionalizing Marketing

Mathews

Redman²

1994

Mrkting Intelligence & Plan

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The content and wording of job advertisements not only is important in attracting the appropriate candidate, but also provides insights into the professional status of a particular post and its standing in the organization. Reports on a content analysis of advertisements for marketing posts and examines key dimensions related to professionalism, i.e. qualifications, personal attributes or characteristics and experience. In the second part, uses similar posts drawn from personnel management advertisements as a basis for comparison. Finds that job advertisements in marketing do not emphasize aspects associated with professionalism. More specialized areas do tend to be a little more demanding, but the image of professionalism conveyed in the personnel job advertisements are much higher. Discusses this difference between the images conveyed by the two disciplines in terms of competition between the professions.

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Integrating the personnel and marketing functions: The challenge of the 1990s

Cited by 38 publications

References 0 publications

A generational study of employees’ customer orientation: a motivational viewpoint in pandemic time

A generational study of employees’ customer orientation: a motivational viewpoint in pandemic time

Internal marketing, employee customer‐oriented behaviors, and customer behavioral responses

Professionalizing Marketing

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