REDEFINING THE INTERNAL MARKETING-HRM NEXUS: A COMPREHENSIVE FRAMEWORK FOR ORGANIZATIONAL ALIGNMENT IN THE DIGITAL AGE

Authors

  • Ashutosh Chaubey Gujarat University Author
  • Shivam Tripathi Lakulish Yoga University Author
  • Dr. Amarnath Gupta Sri Balaji University Author
  • Garima Rawat Sri Balaji University Author

DOI:

https://doi.org/10.62737/bkfbgx40

Keywords:

Internal Marketing, Human Resource Management (HRM), Organizational Performance, Employee Satisfaction, Structural Equation Modeling (SEM), Employee Engagement

Abstract

Background: Internal marketing and Human Resource Management (HRM) are crucial for organizational success. Internal marketing involves strategically communicating organizational values and goals to employees, while HRM focuses on efficiently managing human resources to achieve organizational objectives. Numerous studies have shown that integrating internal marketing and HRM can enhance organizational performance by improving employee satisfaction, retention, and overall productivity. Method: This study employs a mixed-methods research strategy, combining quantitative surveys and qualitative interviews. Structural Equation Modeling (SEM) was used to test the hypotheses concerning the relationships between internal marketing, HRM, and organizational performance. Results: The SEM analysis revealed significant positive correlations between internal marketing, HRM, and organizational performance. Specifically, internal marketing positively impacts organizational performance (β = 0.35, p < 0.01), HRM positively impacts organizational performance (β = 0.40, p < 0.01), and organizational performance mediates the relationship between internal marketing and HRM (Sobel test: z = 2.50, p < 0.05). Conclusion: The findings underscore the importance of integrating internal marketing and HRM to enhance organizational performance. Effective internal marketing and HRM practices lead to increased employee satisfaction, engagement, and retention, ultimately boosting organizational success. Findings: The study confirms that a synergistic approach to internal marketing and HRM can lead to significant improvements in organizational performance. This integration fosters a cohesive work environment, enhances employee well-being, and ensures long-term competitive advantage.

References

Afshari L, Hadian Nasab A (2021) Enhancing organizational learning capability through managing talent: mediation effect of intellectual capital. Hum Resour Dev Int 24(1):48–64

Bakkali, C., Messeghem, K. & Sammut, S. Toward a typology of incubators based on HRM. J Innov Entrep 3, 3 (2014). https://doi.org/10.1186/2192-5372-3-3

Baláž, V., Jeck, T., & Balog, M. (2023). Firm performance over innovation cycle: Evidence from a small European economy. Journal of Innovation and Entrepreneurship, 12(1), 2–23.

Bani-Melhem S, Zeffane R, Albaity M (2018) Determinants of employees’ innovative behavior. Int J Contemp Hosp Manag. https://doi.org/10.1108/IJCHM-02-2017-0079

Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120.

Becker, B. E., & Gerstner, C. R. (1996). The impact of internal marketing on organizational citizenship behavior. Journal of Marketing, 60(4), 105-117.

Birkinshaw, Julian and Cristina Gibson (2004): Building Ambidexterity into an Organization, Sloan Management Review, 45 (4): 47–55.

Blau, P. M. (1964). Exchange and power in social life. New York: John Wiley & Sons.

Bowen, D. E., & Ostroff, C. (2004). Understanding HRM-firm performance linkages: The role of the "strength" of the HRM system. Academy of Management Review, 29(2), 203-221.

Bowen, David E., and Cheri Ostroff. 2004. Understanding HRM-firm performance linkages: the role of the ‘strength’ of the HRM system. Academy of Management Review 29(2): 203–221.

Brown, John S. and Paul Dugoid (1991): Organizational Learning and Communities of Practice: Towards a Unified View of Working, Learning, and Innovation, Organization Science, 2: 40–57.

Brown, Kerry. 2004. “HRM” in the public sector. Public Management Review 6(3): 303–309.

Bruns, HJ. HR development in local government: how and why does HR strategy matter in organizational change and development?. Bus Res 7, 1–49 (2014). https://doi.org/10.1007/s40685-014-0002-z

Caldwell, N., & McColl-Kennedy, J. R. (2005). Internal marketing and employee commitment: A study of the mediating role of organizational citizenship behavior. Journal of Business Research, 58(11), 1582-1591.

Caputo, F., Magni, D., Papa, A., & Corsi, C. (2021). Knowledge hiding in socioeconomic settings: Matching organizational and environmental antecedents. Journal of Business Research, 135, 19–27.

Carmeli, Abraham, and John Schaubroeck. 2005. How leveraging human resource capital with its competitive distinctiveness enhances the performance of commercial and public organizations. ”HRM” 44(4): 391–412.

Chiu, CN., Chen, HH. The study of knowledge management capability and organizational effectiveness in Taiwanese public utility: the mediator role of organizational commitment. SpringerPlus 5, 1520 (2016). https://doi.org/10.1186/s40064-016-3173-6

Eisenhardt, Kathleen M. 1989. Building theories from case study research. Academy of Management Review 14(4): 532–550.

El-Sharkawy, S.A., Nafea, M. & Hassan, E.ED.H. HRM and organizational learning in knowledge economy: investigating the impact of happiness at work (HAW) on organizational learning capability (OLC). Futur Bus J 9, 10 (2023). https://doi.org/10.1186/s43093-023-00188-2

Gratton, Lynda. 1999. People processes as a source of competitive advantage. In Strategic “HRM”: corporate rhetoric and human reality, ed. Lynda Gratton, Veronica Hope-Hailey, Katie Truss, and Philip Stiles, 170–198. Oxford: Oxford University Press.

Gronroos, C. (1983). Strategic management and marketing in the service sector. Swedish School of Economics and Business Administration.

Gulyani G, Sharma T (2018) Total rewards components and work happiness in new ventures: The mediating role of work engagement. Evid Based HRM Glob Forum Emp scholarship. https://doi.org/10.1108/EBHRM-12-2017-0063

Haile EA, Tüzüner VL (2022) Organizational learning capability and its impact on organizational innovation. Asia Pac J Innov Entrepreneurship 16(1):69–85. https://doi.org/10.1108/APJIE-03-2022-0015

Harris, Lynette. 2002. The future for the HRM function in local government: everything has changed—but has anything changed? Strategic Change 11(7): 369–378.

Harris, Lynette. 2005. UK public sector reform and the “performance agenda” in UK local government: HRM challenges and dilemmas. Personnel Review 34(6): 681–696.

Hays, Steven W., and Richard C. Kearney. 2001. Anticipated changes in “HRM”: views from the field. Public Administration Review 61(5): 585–597.

Hendry, Chris, and Andrew Pettigrew. 1992. Patterns of strategic change in the development of “HRM”. British Journal of Management 3(3): 137–156.

Heskett, J. L., Sasser, W. E., & Schlesinger, L. A. (1997). The service profit chain: How leading companies link profit and growth to loyalty, satisfaction, and value. New York: Free Press.

Hidayat, K., Idrus, M.I. The effect of relationship marketing towards switching barrier, customer satisfaction, and customer trust on bank customers. J Innov Entrep 12, 29 (2023). https://doi.org/10.1186/s13731-023-00270-7

Jiang, K., Lepak, D. P., & Han, K. (2012). A meta-analysis of how HRM practices impact organizational performance. Academy of Management Journal, 55(6), 1264-1294.

Katila Riita and Gautam Ahuja (2000): Something Old, Something New: A Longitudinal Study of Search Behavior and New Product Introductions, Academy of Management Journal, 45: 1183–1194.

Menguc, Bulent and Seigyoung Auh (2008): The Asymmetric Moderating Role of Market Orientation on the Ambidexterity — Firm Performance Relationship for Prospectors and Defenders, Industrial Marketing Management, 37: 455–470.

Nunes, S., Lopes, R., & Fuller-Love, N. (2019). Networking, innovation, and firms’ performance: Portugal as Illustration. Journal of the Knowledge Economy, Journal of the Knowledge Economy, 10(3), 899–920.

Pillai, K. G., Hodgkinson, G. P., Kalyanaram, G., & Nair, S. R. (2017). The negative effects of social capital in organizations: a review and extension. International Journal of Management Reviews, 19(1), 97–124.

Rossi, M. V., & Magni, D. (2017). Intellectual capital and value co creation: An empirical analysis from a marketing perspective. Electronic Journal of Knowledge Management, 15(3), 147–158.

Saks, A. M., & Gruman, J. A. (2014). What do we really know about employee engagement? Human Resource Development Quarterly, 25(2), 155-182.

Teece, David, Gary Pisano, and Amy Shuen (1997): Dynamic Capabilities and Strategic Management, Strategic Management Journal, 18: 509–533.

Tushman, Michael L. and Elaine Romanelli (1994): Organizational Transformation as Punctuated Equilibrium: An Empirical Test, Academy of Management Journal, 37: 1141–1166.

Vu, P.M., Van Binh, T. & Duong, L.N.K. How social capital affects innovation, marketing and entrepreneurial orientation: the case of SMEs in Ho Chi Minh (Vietnam). J Innov Entrep 12, 81 (2023). https://doi.org/10.1186/s13731-023-00350-8

Walker, Orville C. and Robert Rueckert (1987): Marketing’s Role in the Implementation of Business Strategy: A Critical Review and Conceptual Framework, Journal of Marketing, 51 (3): 15–33.

Walker, Orville C., Gilbert A. Churchill, and Neil M. Ford (1977): Motivation and Performance in Industrial Selling: Present Knowledge and Needed Research, Journal of Marketing Research, 14: 156–168.

Downloads

Published

2024-09-23

Issue

Section

Articles

How to Cite

REDEFINING THE INTERNAL MARKETING-HRM NEXUS: A COMPREHENSIVE FRAMEWORK FOR ORGANIZATIONAL ALIGNMENT IN THE DIGITAL AGE. (2024). International Journal of Management, Economics and Commerce, 1(2), 94-101. https://doi.org/10.62737/bkfbgx40

Most read articles by the same author(s)

<< < 1 2 3 > >> 

Similar Articles

1-10 of 14

You may also start an advanced similarity search for this article.