Acta Technica Corviniensis

ACTA TECHNICA CORVINIENSIS – BULLETIN of ENGINEERINGInterventional co-ordination and integrationMarketing like approach to the aboveImplementation of specific corporate andfunctional strategiesRafiq and Ahmed developed a comprehensivemodel of internal marketing based on theseelements. According to the model the use of amarketing like approach is fundamental ininternal marketing, as it incites the employee tobecome customer orientated throughmotivation and coordination of functionaldepartments (Rafiq and Ahmed, 2002). Jobsatisfaction is incorporated due to the belief thatif the internal customer is satisfied in the serviceposition this satisfaction will be transferred tothe external customer (Rafiq and Ahmed 2000).Empowerment is integrated into the model tohighlight the importance of allowing theemployee flexibility in terms of decision-makingduring the service encounter (Rafiq and Ahmed,2000).This model focuses on the area of service qualityso it is largely applicable in the service industry.THE OBJECTIVES OF INTERNAL MARKETINGInternal marketing aims to improve customerconsciousness by changing the beliefs of thefront line employees (Ahmed, Rafiq and Saad,2003). Helman and Payne (1992) believe theobjectives of marketing depend on the reason itis being implemented. Internal marketing maybe concerned with improving employeeroutines through internal motivation. Internalmarketing may be concerned with ensuring theentire organization understands eachdepartment’s function within the organization.The internal marketing function may be aimedat marketing the organizations product orservices to customers.Internal marketing aims to improve the overallbusiness process within an organization toensure that resources to progress theorganizations aspiration are made available tothe internal customer (Joesph, 1996).MOTIVATING SERVICE EMPLOYEESWhy Motivate EmployeesAs previously discussed, the service encounterand internal marketing include the use ofmotivation, as a perquisite for their success inthe marketing of services. Management need tobe aware of motivations exact connotation tocomprehend its use to their business. Motivationcan be defined as “the development of a desirewithin an employee to perform a task to his/hergreatest ability based on that individual’s owninitiative” (Rudolf and Kleiner, 1989, p. 1). Byanalyzing the definition, one can ascertain,motivation to be the level at which an employeewill perform a specified activity for thecompany, an imperative function for success.Motivation can also mean employees “…striveto reach peak performance every day, … enjoythe continual challenge of improving results,genuinely care about their peers and theircompany, and will maintain positive results”(Evenson, 2003, p.21), or as “the willingness toexert high levels of effort toward organizationalgoals, conditioned by the person’s ability tosatisfy some individual need” (Robbins, 1993 ascited in Lu, 1999, p. 63).The definitions of motivation, lead anorganization to believe their employees willperform their specified tasks better than thenorm and will genuinely wish to do so, while thisis important for the business, motivation canalso have other benefits. Carlsen (2003) believesa motivated workforce is essential, as thecomplete participation of employees willinevitably drive the profitability of theorganization. Another paramount concern formanagement is, motivating their employeesrelates directly to the perceived increase inperformance the employees with deliver frommanagements’ participation in the exercising ofmotivation techniques, therefore, there is adirect result between the levels of motivationand management’s participation. (Tyagi, 1982).Certain academics have linked motivation asbeing a key determinant of job performance andhow a poorly motivated force will be costly interms of excessive staff turnover, higherexpenses, negative morale and increased use ofmanagements’ time (Jobber, 1994). Therefore,management need to know what exactlymotivates their staff so resources are notmisallocated and dissatisfaction develops amongemployees (Jobber, 1994). While motivation is akey determinant of performance, managementmust not neglect how motivation is the alsoconcerned with the educating of employees.Darmon (1974) believe motivation is theeducating of employees to channel their effortstowards organizational activities and thus2008/ACTA TECHNICA CORVINIENSIS/Tome I 27