Internal Relationship Management: Linking Human Resources To Marketing Performance (Journal of Relationship Marketing) (Journal of Relationship Marketing)

Internal Relationship Management: Linking Human Resources to Marketing Performance shows how businesses can develop and maintain positive interactions between managers and employees. This book provides cutting-edge research on the management of internal customers (i.e., employees) that offers practical suggestions to improve internal service, employee performance, and—ultimately—external marketing performance. This useful resource contains many special features to augment the text, including tables, figures, and models.

Internal Relationship Management explores key issues, such as:
internal relationship management—managing relationships with internal customers
human resources activities—actions taken to influence employee attitudes and work-related behaviors
career entry—the initial stages of the internal relationship management process
organizational support—services provided to employees in an effort to support them

With this book, you’ll gain a better understanding of:
boundary spanners’ appraisals of career entry transition—from telecommunications, insurance, manufacturing, accounting, and retail firms
the recruitment, selection, and retention of customer-contact service employees
how internal communication processes affect boundary spanners’ satisfaction with organizational support services
employee branding—employees internalize the firm’s desired brand image to project it to customers and external stakeholders
the internal customer mindset—the importance employees place on serving internal customers

The authors of Internal Relationship Management are established scholars in both marketing and management, providing an integrated, state-of-the-art perspective on how internal relations affect marketing performance. This book presents extensive research and case studies to emphasize how employee satisfaction results in customer satisfaction.