Acta Technica Corviniensis

ACTA TECHNICA CORVINIENSIS – BULLETIN of ENGINEERINGan organization can motivate their employeeswithout incurring great financial costs.Ways in which an organization can installrecognition as low-cost (Nelson, 2003, p.9):Call employees into office and say “thanks”Acknowledge individual achievementsCreate employee “hall of fame”Photo collage of successful project and thosewho worked on itPlace to display memos/posters asrecognition of employees work in their helpin achieving goalsBehind – the – scenes awards for those outof limelightCertificate programMost importantly, be timely, sincere andspecific.CONCLUSIONMany organizations testify that their employeesare their most valuable resource. This isespecially relevant in the service organization.Customers often base their perceptions of theservice on the quality of the interaction withservice personnel. For this reason it is essentialthat the employee is motivated to consistentlydeliver a high quality service experience to thecustomer. Motivation is especially importantwhen employees operate in a boundaryspanning position, as this involves high levels ofstress and burn out.We propose internal marketing as a mechanismfor ensuring the motivation of serviceemployees. The implementation of an internalmarketing program ensures that motivation is atthe forefront of managements’ priorities. Thisrealization implores management to considerthat motivation is not solely the responsibility ofhuman resources but must be adopted by allmanagers throughout the organizationregardless of their functional department. Insummary, the importance of motivated highcontact employees is fully realized through theadoption of internal marketing.REFERENCES[1] BATESON, J.E.G. and HOFFMAN, K.D. (1996),Managing Services Marketing, 4 th edn.Dryden Press, Dryden. U.S.A[2] CARSLEN, K. (2003) Sales motivation: onesize does not fit all. Selling, October, pp.14 – 15.[3] DARMON, R.Y. (1974) Salesman’s responseto financial incentives: an empirical study.Journal of Marketing Research, 11 (3)November, pp. 418 – 426.[4] DAUTEN, D. (1998) The best way to motivateemployees: have them bet on their ownsuccess. New Hampshire Business Review,20 (13) June, pp.8 –9.[5] DENTON, D.K. (1991) What’s wrong withthese employees? Business Horizons, 34 (5)September – October, pp. 45 – 49.[6] EVENSON, R. (2003) Motivating to developan all-star team. American Salesman, 48(10) October, pp. 21 – 27.[7] GRONROOS, C. (1990). ServiceManagement and Marketing Managing theMoments Of Truth in Service Competition.Lexington Books. U.S.A.[8] LEWIS, B.R. and ENTWISTLE, T.W. (1990),“Managing the service encounter: a focuson the employee”, International Journal ofServices Industry Management, Vol.1 No. 3,pp.41-52[9] NELSON, B. (2003) Money is not the root ofall motivation. Health Care Registration,12 (10) July, pp. 7 – 9.[10] RAFAELI, (1989), “When cashiers meetcustomers: an analysis of the role ofsupermarket cashiers”, ManagementAcademy Review, Vol. 32 No. 2, pp.245-273[11] REGAN, W.J. (1963), “The servicerevolution”, Journal of Marketing, Vol. 27No. 3, pp.57-63.[12] ROBBINS, S.P. (1993) OrganizationalBehavior, Englewood Cliffs, New Jersey,Prentice-Hall as cited in Lu, L. (1999) Workmotivation, job stress and employees’ wellbeing. Journal of Applied ManagementStudies, 8 (1) June, pp. 61 – 72.[13] RUDOLPH, P.A. and KLEIMER, B.H. (1989) Theart of motivating employees. Journal ofManagerial Psychology, 4 (5), pp. 1 – 4.2008/ACTA TECHNICA CORVINIENSIS/Tome I 29