Internal Relationship Marketing: Korean Casino Employees’ Job Satisfaction and Organizational Commitment

Abstract

This study examined the relationship between the following key variables: internal service quality, self-efficacy, job satisfaction, self-esteem, and organizational commitment. The study sought to identify ways to improve casino employees' job satisfaction, further enhance employees' organizational commitment, and possibly decrease job turnover intention. A total of 328 Korean casino dealers responded to a survey questionnaire developed to test the study model. Results showed that all internal service quality dimensions (i.e., training, communication, and perceived benefits) positively influenced job satisfaction, as did self-efficacy. Job satisfaction subsequently and concurrently influenced self-esteem and organizational commitment. Based on study findings, management can glean practical implications for enhancing the quality of effective communication strategies, career development programs, and empowerment.

Role of Internal Marketing on Employees’ Perceived Job Performance in an Asian Integrated Resort

“…Research has found that training and development can greatly enhance the service and product employees delivered (Berry & Parasuraman, 1992;Back, Lee, and Abbott, 2011). Training can be used to create a common perception about the vision of an organization.…”

“…Researchers on IM dimensionalities often referred to studies by Gronroos (1990), Money and Foreman (1996), and Berry and Parasuraman (1992). According to Back, Lee, and Abbott (2011), management that focuses on communication can increase perceived internal service quality and the self-efficacy of employees, which eventually increases job satisfaction and self-esteem. Roberts-Lombard (2010) also maintained that it is essential for an organization to provide effective communication tactics including internal discussion and newsletters.…”

“…It can be defined as a process whereby leaders instill into their employees a sense of oneness or organizational identification, which is linked to corporate financial performances (Wieseke et al, 2009). A relatively recent research on the casino entertainment industry identified four major IM factors that will improve the overall job satisfaction of employees working in the industry (Back, Lee, & Abbott, 2011). These factors are (1) training,…”

Does the Effect of Person-Environment Fit on Work Attitudes Vary with Generations? Insights from the Tourism Industry

“…There is now a body of evidence indicating that tourism employees' satisfaction and engagement lead directly and indirectly to positive workplace attitudes, intentions, behaviors, and performance both at the individual and the unit levels. Investigations on work satisfaction revealed that it was a strong determinant of organizational commitment [Back, Lee, Abbott, 2011], intent to stay [Kim, Jogaratnam, 2010], withdrawal and counterproductive behaviors [Tuna et al, 2016], in-role and extra-role behaviors [Lee et al, 2006], job performance [Ng, Sambasivan, Zubaidah, 2011], and service quality [Gazzoli, Hancer, Park, 2009]. Studies on work engagement found that it was related to organizational commitment [Karatepe et al, 2014], intention to turnover [Shuck, Reio, Rocco, 2011], innovative behavior [Slåtten, Mehmetoglu, 2011], creativity [Grobelna, 2014], service performance [Yeh, 2012], customer satisfaction with service encounter [Bednarska, Małkowska, 2014], and customer loyalty [Salanova, Agut, Peiró, 2005].…”

Corporate Ethical and Social Responsibility and Relationship Marketing: A Content Analysis of the Websites of Moroccan Commercial Banks

“…According to Morgan and Hunt (1994), communication directly affects the trust (and trust indirectly affects commitment). Similarly, satisfaction is viewed as the result of this causality (Chathoth, Mak, Jauhari & Manaktola, 2007;Back, Lee & Abbott 2011).…”