The influence of internal marketing on employee integration and motivation.

Abstract

The practice of internal marketing (IM) makes it possible to create and develop a more integrated, motivated and focused workers community with the goal of achieving organisational objectives. With this management tool, organisations can improve their internal communication and make employees perform better, resulting in involvement, commitment and satisfaction. However, to be effective, IM needs to devise appealing strategies and use coherent tactics. Having these ideas in mind, the aim of this research was to investigate whether the IM practices applied by some organisations contributed to employees feel integrated and motivated to carry out their activities, and consequently wanting to stay inside the company, in the opinion of both groups. A mixed methodology was adopted: quantitative used in the data obtained through a questionnaire for employees and qualitative applied to data obtained through a survey (interview) of human resources managers (HRM). The aim was to ascertain the (dis)agreements between both opinions. From the results, we can stand out: (a) the majority of employees said they felt integrated into the organisation. However, they are unhappy with the remuneration and reward system, as they don't see their work praised, internal communication is unclear and their suggestions for improvement are rarely heard; (b) in the opinion of the HRM, the institution's e-mail and the bulletin board are the prefered communication channels; they think employees feel integrated and motivated by the conceived IM plan; consider objective communication to be practised, which creates a pleasant working environment that allows employees to work enthusiastically and feel comfortable airing their grievances. Both target audiences found answers that allowed them to "get away from the problematic situation".  We felt there was no looking for convergence points that would build a truly motivating IM for both publics.

DOI: https://doi.org/10.54663/2182-9306.2024.v.12.n.131-150