Internal client satisfaction and adding value in the ...

Internal client satisfaction and adding value in the hospitality industry

Zneidi salma, IHEC Carthage, Tunisia, [email protected] Tarek Abdellatif, Expert Consultant en Stratégie, A.2.W.M Vanves (France), [email protected] Norchène Ben Dahmane Mouelhi, Maître Assistante en Marketing, IHEC Carthage (Tunisie), Chercheur associé au Laboratoire de recherche Marketing (LRM) - Université de Sfax, [email protected] Abstract: In order to have a better attitude toward customers and to be able to deliver a better service, companies have to ensure that their internal customers are satisfied (Heskett et al., 1994). In this research, the focus is on identifying the relation between internal marketing and value creation in hotels, in order to have a better understanding of internal customers’ motivations in value creation. Internal customer satisfaction is validated as a vector of social stability. To identify the explicit and implicit expectations of internal customers, a survey method based on the cognitive approach is adopted. Our work shows that the performance of the company is closely related to internal customers’ satisfaction and have a big impact on adding value in the hospitality industry.

Keywords:

Internal client, Internal marketing, Service marketing, Customer satisfaction, Value creation,

Management performance.

Introduction Marketing is, for most businesses, a set of actions for analyzing, organizing, planning, and controlling a set of actions, activities, strategies, and business resources that have an influence on the client in order to satisfy their wants and needs in a profitable manner, and to be more effective than the competition (Kotler, 1999). Many researchers have shown that companies must meet the needs of two types of customers: internal and external (Hauser, Simester, and Wernerfelt, 1996). Caring for the internal clients of a business must not reflect on external customers and their satisfaction (Reynoso, 1994). In addition, the company must empower its employees, avoid reprimanding them even in case of error, and set clear objectives to help staff to be positive in order to be sure that they are able to defend the image of the company (Varey, 1995; Seignour, 1998). It is also essential that companies recognize the efforts made by each employee by praising them when the job is done and encouraging them when it could be improved (Varey, 1995). The service sector is considered to be a factor in of economic progress that reduces poverty in many developing countries (Lecompte and Allaz, 2009). The performance of the sector is based mainly on its employees (Kotler and Dubois, 2003; Lendrevie, Levy, and Lindon, 2013), which play an important role and are considered an element of differentiation. Staff contact is seen as the added-value aspect of the service received by consumers (Berry and Parasuraman, 1991). After the revolution of 14 January 2011, Tunisia quickly started developing a new desire for democracy, and demands were increasing. This upheaval has affected the country’s geopolitical situation and economic enterprises. Social movements have been observed among employees for several reasons because of the economic, political, and social instability in the country, and the fragility of the service sector. Some employees

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questioned whether they had recognition from their employer. Human resources managers began asking questions about how to deal with the employees’ reactions and are trying to identify internal ways leading to the satisfaction of these unhappy employees. Thus, this issue has generated the central research question: What are the effects of internal marketing on added value in hotels? Internal customers’ explicit and implicit expectations will be discussed in order to obtain a better understanding of the incentives for the contribution to the creation of value in the company. Three questions will be considered to achieve these research objectives: (1) Do the components of internal marketing have an effect on inner satisfaction? (2) What are the determinants of the social barometer of hotel employees? (3) Is internal customer satisfaction the origin of value creation? The conceptual framework of the research will be presented in the first part of this paper; this will be followed by a discussion and explanation of the results of a study conducted by the staff of Tunisian hotels (in Yasmine Hammamet). 1. Who are internal customers? Internal customers are employees of a company who belong to the internal market of the organization (Greene, Walls, and Schrest, 1994). Most definitions agree on the fact that employees are internal customers of an organization whose primary purpose is the improvement of internal relations, thereby increasing the effectiveness of the organization. Thus, the proposed service becomes better (Helman and Payne, 1992). In addition to attaining satisfied and loyal external customers, the company must attract and satisfy internal customers (Sasser and Arbeit, 1976; Khodabakhsh Gorgani, 2010). Thus, it is possible to assume that the value and performance are directly related to the internal customer satisfaction 1.1. Internal marketing Most authors agree that internal marketing “is derived from the literature on Services Marketing” (Grönroos, 1978; Berry, 1981; Varey, 1995). Its primary role is to improve the quality of service (Grönroos, 1985; Berry and Parasuraman, 1991). The tactics that can improve performance in the hotel industry include internal marketing that focuses on employees, their performance, and what could be disturbing to them and cause conflict. The various components of internal marketing are aimed at convincing employees, and not at forcing them to be integrated into decision-making (Seignour, 1998). Through internal marketing techniques, it is now possible to create the environments that are sought by employees (Lings, 1999; Vasconcelos, 2008). Several instruments of internal marketing have been developed based on the different variables in the behavior of employees at work (Appendix 1). Hence the H1 hypothesis that internal marketing helps to identify sources of tensions since their triggers. 1.2. Discontent and internal conflict The manager must choose the right moment to propose new ideas to reduce the rejection rate and problems that may extend to the external market (Mitchell, 2002). Conflict between employees is an old phenomenon, but it has the potential to increase. Despite the importance of its impact, it is rarely officially recognized by

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organizations (Kolb and Bartunek, 1992). Conflict in the process of performing a task may have a positive impact on performance that promotes creativity and innovation (De Dreu, 1997; Peterson, 2002); in contrast, relational conflict can adversely affect performance and productivity. However, this greatly depends on the degree of employee satisfaction, because sometimes, despite the high degree of conflict in a performance remains high (Jehn, 1995). As a result, it is possible to suppose that the internal marketing contributes to erase conflict. H2. Internal confliction is an obstacle to the internal customer satisfaction. 1.3. Internal satisfaction Employee satisfaction, particularly among staff, is a direct result of improving the performance and quality of service (Berry, 1981). Indeed, satisfied internal customers are more likely and able to deliver a better service and to have a better attitude to external customers. When a company is interested in its employees, invests in its people and has good internal management of human resources can lead to a positive effect on employee satisfaction and motivation to serve customers (Lendrevie, Levy, and Lindon, 2013). Internal satisfaction is “an affective and emotional response centered on the content of the employment and supervision” (Chaminade, 2006). A good relationship based on trust and investment between employees and employers alike generates satisfaction. There is a link between employee satisfaction and the productivity of a business (Heskett et al., 1994). Employee satisfaction is an important factor to consider when building a continuous improvement in the business, since well-being and employee satisfaction in the workplace are motivators. The link between internal and external satisfaction requires management to pay more attention to the company’s staff. A great deal of attention is paid to management styles, which have continued to evolve over the years (Appendix 2). It is therefore possible to assume that if the internal customer is satisfied then it will be more motivated and efficient thanks to the satisfaction of the external customer. Therefore a hypothesis is needed: H3. The internal customer satisfaction is the foundation of employee motivation. 2. External customers The role of corporate customers operating in the service sector is not to limit the consumption of products and services. They participate in co-production. Therefore, problems can occur for service providers because of the dual effect of performance, which does not only affect the quality of service but also the satisfaction of other customers present at the time of service delivery (Tax, Colgate, and Bowen, 2006). It turns out that the degree of satisfaction generated by external customer services can affect customers’ purchase and post-purchase behavior intentions (Kotler and Dubois, 2003). The value results from the process of creating customers and emerges in the use of multiple resources (Marion, 2010). The concept of value is a fundamental and essential element in any marketing activity (Holbrook, 1994). It is an inherent concept in any customer–supplier relationship that requires long-term cooperation. This relationship is strengthened whenever stakeholder satisfaction increases. When an individual uses a resource as an input in its own value chain (Porter, 1985), he or she participates in the creative process, which differs according to his or her skills (Arnould, Price, and Malshe, 2006). It is also possible that the client interacts directly with staff, influences the process of value creation, and becomes the co-creator of

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value (Grönroos, 2009). At this level it is possible to present the H4 hypothesis that internal customer satisfaction is the vector for the performance of the company. 3. Research methodology The investigation has focused on two stages, the first involving in-depth interviews and the second using the Kernel method. 3.1. Nondirective in-depth interviews At first, non-structured interviews were conducted with 25 individuals (leaders, managers, and employees) in different hotels in Yasmine Hammamet in order to construct statements that would be used later in the study. Interviewees generally focused on climate, communication, working conditions, fairness, management, and compensation. The interviews were recorded and fully transcribed for analysis (Bardin, 1977). Examination of the responses revealed that 49 claims were found that could be used in the Kernel method to meet the research objectives. 3.2. What is the Kernel method? Kernel is a methodological approach that enables the collection of information based on a collation system and hierarchy of preference. This method is novel because it is both quantitative, qualitative, and neurological. It thus ensures complementarity and improves the quality of results. This method is defined as an innovative methodological approach that helps develop and understand the strategies adopted in a person’s professional conduct while drawing out the structure of their preferences and the segmentation of the choices available in a particular situation (Rebeillard and Kreweras, 2006). In addition, this method allows respondents to engage actively using playful playing cards. It is possible with Kernel to reduce the time of the survey (30–35 minutes) while maintaining respondents’ level of motivation and respecting their freedom, unlike other methods. Finally, the use of this method has facilitated the understanding of a complex human problem by providing some reliability. The principle of this method is based on the collation of cards containing 49 statements obtained during interviews on a play mat, like a checkerboard comprising 100 squares (10x10), while avoiding the possibility of placing cards on these same areas. The cards are placed from right to left and from top to bottom on indicator areas with a continuum of values between 100, “most,” in the north and 0, “least,” to the southwest. In addition to merging the maps, Kernel also uses different color chips (Appendix 3), and the respondent matches his or her logic up with the cards that have already been classified. All of this takes place on a dedicated administration investigation platform that is part of the Kernel tool. After setting up the platform, invitations were sent to individuals to participate in the investigation. A convenience sample was adopted while focusing on the detail and quality of the respondents (experts and professionals). 4. Results and interpretations

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Following the investigation, the results were grouped in a frame whose axes were the importance of affirmation [horizontal axis] and the degree of concordance with managers [as ordered] by analyzing multiple dimensions. Four graphs were created to explain the preferences of employees, the subjects of their satisfaction, their discontent, and areas likely to lead to tension and conflict.

4.1. Importance and consensus Assertions that individuals consider as important for them and for which there is a consensus or them. And may be subject of disagreement or not.

Fig1: Important subjects with or without consensus The first result is that the atmosphere in the company is more important to employees than remuneration, contrary to the views of managers. For respondents, these issues hardly appear among those they consider of high importance. They just think they should be paid based on the task being performed while receiving term bonuses. This assertion does not seem to be well understood by managers and is regarded as belonging to the area of non-consensus between leaders and employees. Taylor (1911) considered wages as an element behind employee satisfaction, a theory that has been supported by several other researchers (Regnault, 1993; LevyLeboyer, 2001). This reductionist position of employees within the company enabled Mayo (1945) to develop a theory of human relations that highlights the importance of informal groups, the human factor, and social need. Over the years, however, employee expectations and perceptions have changed. Varey (1995) emphasizes the social nature of internal marketing and says that it is not limited to economic exchange. Internal communication also seems to be very important for employees, but that is far from a consensus with superiors. However, it is considered the prime development issue (Berry, 1981; Lings and Brooks, 1998; Ballantyne, 2003). Redding (1985) notes the emergence of interest in organizational communication in the late 1940s. Its ultimate goal is to discover employees’ degree of pride in belonging to the company. To find out, it is essential to have relational communication directed toward the development and maintenance of internal cohesion within the organization (Giroux, 1994). It thus becomes an instrument of integration and strengthens the feeling of belonging among

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employees (Henriet and Boneu, 1990). It is essential for leaders to have a level of information about the objectives and plans of the company, productive communication that must be formal, standardized, and written (Euske and Roberts, 1987). The inclusion of communication for all members of the organization will facilitate access to information and delegate responsibility to employees (Varey and Lewis, 1999). Good communication within the company is essential and encourages employees to better performance (Hogg, Dunne, and Carter, 1998; Ahmed, Rafiq, and Saad, 2003). The sense of belonging to the company seems to be important for hotel staff. It affects their performance, motivation, and satisfaction. This feeling comes from good communication between different business actors (Varey and Lewis, 1999). Moreover, this feeling promotes a better atmosphere within the company (Loosemore, Dainty, and Lingard, 2003). However, managers are not really aware of this. It is essential for employees to feel that senior managers trust them and know their values within the company. This feeling is a direct result of good communication and is directly related to satisfaction (Pantouvakis and Mpogiatzidis, 2013). Trust and loyalty are both necessary for the social processes and social emotions within an organization (Barbalet, 1996). Staff also discussed the importance of local management based on the presence of a reactive manager. This enables him or her to know them better, to give them the necessary support, and to help to solve their problems by being creative. This type of management is based on the transformation of employees’ work performance (Shapiro, Jacqueline, and Shore, 2007). The results validate the hypothesis that H1 internal marketing thanks to its dimensions identifies sources of tension from their triggers. 4.2. Satisfaction, dissatisfaction, and conflict For information on the topics of satisfaction, dissatisfaction, and conflict, subjects were weighted according to the preferences expressed. The reason is that being satisfied, dissatisfied, or in conflict is not a secondary point, so it cannot be added after weighting. The allocation of fees and utilization rates is aimed at revealing the importance of the feelings of those involved in the investigation toward the statements adopted (Appendix 4). It should be noted that the rate of use of tokens of conflict is more important than satisfaction and dissatisfaction. This explains the fact that respondents were more interested in highlighting elements that could be a source of conflict and that these elements were much more important than satisfaction and dissatisfaction. 4.2.1. Satisfaction Assertions that individuals consider the source of their satisfaction have different importance and may be subject to agreement with the above discussion or not (Appendix 5).

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Fig2: Areas of satisfaction Having a good working environment seems to be an important source of employee satisfaction. It is essential that managers give confidence and consideration to their employees and listen to them. It is therefore essential to employee satisfaction that managers appear to give sincere consideration to the needs and problems of their employees (Gunawardane, 2009). Availability, individual attention, and consideration are crucial in meeting those needs (Brooks, Lings, and Botschen, 1999). When senior managers show employees that they trust them and support them, it will act on their motivation and reinforce their sense of belonging and satisfaction (Loosemore, Dainty, and Lingard, 2003). The fact that company management sees employees as true collaborators is classified as a source of satisfaction for them. This assertion, despite its limited size and the fact that it is not in the area of consensus may greatly affect the satisfaction of hotel staff. It is therefore appropriate to consider the importance of employees and let them express themselves freely, thus encouraging their involvement (Morillon, 2006). Indeed, the employer must consider the expectations of staff about achieving the objectives of the company (Douglas, Roger, and Scott, 2005). Other statements appear to be sources of employee satisfaction in the hospitality industry. Communication is considered the first of the development issues (Berry, 1981; Prasad and Steffes, 2002). To have the information you need and to be informed of the company’s results, objectives, and projects is essential and indispensable (Gunawardane, 2009). More “human” communication allows for a more pleasant work environment, employee engagement, and performance (Ahmed, Rafiq, and Saad, 2003). In addition, the quality of an idea or a solution is born out of the quantity of proposals generated by a group. It is therefore necessary to involve all individuals to be the best (Osborn, 1953). Vocational training is considered one of the components of internal marketing for the development of employees in the company (Gummesson, 1991). It is essential to conduct training and provide guidance for good leaders. These statements are effective in improving skills, leadership, and management (Kelloway, Barling, and Helleur, 2000). When there is some consistency of organization within group human resources, it will have an effect on employee satisfaction within the company. Give employees the right to form teams to improve both the scope of the mission and its meaning (Chaminade, 2006).

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4.2.2. Causes of discontent The simulation marked “satisfaction” and “discontent” as dissociated corresponding brain areas. Indeed, for the brain discontent is no a mirror of negative satisfaction (Appendix 6).

Fig3: Areas of discontent We note that in general the themes related to sources of discontent for individuals generally focus on internal communication within the hotel. It is the lack of inadequacy of internal communication that largely explains the causes of the absence or weakness of results and performance (Baakil and Bouthir, 2012). Employees are dissatisfied with the level of communication that exists within the company. The issue of compensation and premiums earned by directors is a matter of dissatisfaction for the employees interviewed. A pay scale whose primary function is to help set wages according to objectives was also considered by people as a source of discontent. It has been shown that the sense of fairness is considered an antecedent of motivation for employees sensitive to this criterion (Bakiti Ba Mbog Binyet, 2010). Although absolute equality could be demotivating for some (Benraiss and Peretti, 2001), inequity created a sense of frustration and dissatisfaction. In addition, due to the economic instability of the country and the problems that the tourism sector is currently facing, individuals considered that research consistent with the country's situation and social goals was also a cause of dissatisfaction for them. Every crisis is a threat to the stakeholders of the company; namely, “any group or individual who can affect or be affected by the achievement of the objective of a society” (Freeman, 1984), such as its employees, customers, suppliers, local communities, and the natural environment (Janssen, Swaen, and Vanhamme, 2011). The management style of the directors is considered a cause of dissatisfaction for those who took the test. They are not happy with the closeness of management and the lack of collective and individual bargaining while wages are being negotiated. Working conditions are also considered a cause for dissatisfaction for employees. As for the principle of secularism, they consider it a personal subject and prefer the lack of ostentatious brands, opinions, and beliefs. Managing religious diversity in business seems to be very complex and is accompanied mostly by the “discretion of each of the distance of others” (Sciberras, 2010). Religion is considered as both recent and “taboo” in business, so it is essential to know how to approach this subject

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(Galindo and Zannad, 2011). Medical care was also cited as a source of discontent, yet taking care of employees is essential and is considered a dimension of quality measurement of internal satisfaction (Chaston, 1994; Croom and Johnston, 2003). 4.2.3. Topics may be conflicting The subjects are diffuse, so the icons may not have been placed on the most important area. According to the responses received, people were more interested in their sources of satisfaction rather than their conflicts and dissatisfactions (Appendix 7).

Figure 4: Topics may be conflicting The first problem about conflict lies in trust. Trust is considered an important facilitator of the social system that, when absent, means that individuals have to take the trouble to assess whether credit can be given to the words of others (Arrow, 1974). The lack of communication leads to the disappearance or disintegration of a sense of belonging among employees (Henriet and Boneu, 1990). When staff feel that there is a lack of equity (employee or otherwise), that could be viewed as a source of conflict and demotivation, since this sense of fairness is considered an antecedent of motivation for employees who are sensitive to the criterion (Bakiti Ba Mbog Binyet, 2010). In addition, if individuals feel that their security needs are involved, it will have a negative effect on motivation and job satisfaction (Maslow, 1943). Thus it is possible to confirm the hypothesis H2. So discontent and internal confliction are barriers to internal customer satisfaction. 4.2.4. “Easy” points to change the situation Individuals were asked to indicate points of preference that would change the situation at lower cost and greater ease (Appendix 8). From this point of view, they used more than 60% of the options at their disposal. These proposals covered issues deemed as average importance. Modifying the components in this climate is classified as easy to do by employees. Indeed, they consider that it is quite easy to have caring and compassionate communication while listening to everyone in the company as true team members. Changing the way management is already implemented will focus on the needs of employees, listen to them, and consider their

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opinions as much as possible, which are inseparable dimensions of the functioning of an efficient company and are easily applicable (Barouch, 2010). Better organization of medical follow-up is also considered easily modifiable, leads to better health for employees, and increases their performance. 4.2.5. Subjects that are the toughest and/or most expensive to improve People following an exercise regime should designate points of desirable improvement, even if they are more difficult to implement. In this sense, the possibilities used were also 60% of the subjects considered “secondary” in terms of the importance assigned to them. In fact, the choices are so scattered that we cannot provide a simple list showing a variety of designations without specifically targeting some subjects, except for two that are the only ones outstanding (Appendix 9). The fact of introducing a new way of managing direct employees was considered an impractical subject to change, as it involves the whole way of thinking of leaders who can show some resistance caused by habit. Resistant behavior spreads fast within the organization and the strength of senior managers and executives in dealing with change. It is important to know how to carry it out in order to induce cascading behaviors, leading to increased resistance among other members of the organization (Pfeffer and Salancik, 1978). In addition, being aware of all the company’s objectives and plans has also been classified as a subject that is difficult to apply, especially for companies operating in highly competitive sectors. Thus, it is possible to confirm the H3 hypothesis that internal customer satisfaction is the foundation of employee motivation. 4.3. Elements emerging following the study The dimensions of internal marketing were cited as important in almost all claims for employee satisfaction. Discontent and conflict among employees are the sources of mismanagement of internal service quality. The statements of the participants regarding the dimensions measured internally were that they were considered as overlooked by leaders and managers who were the cause of any dissatisfaction or conflict. Those statements that were classified as sources of discontent and conflict should be addressed urgently to avoid the situation becoming more complex. This allows us to say that external customer satisfaction is the result of internal satisfaction. Internal customer satisfaction contributes to the satisfaction of the external customer. Assertions relating to customer relationships came in areas of priority and importance, sometimes even before the personal questions asked by employees. This allows us to say that external customer satisfaction requires a new mode of management based on internal customer satisfaction. Following the interpretation of the statements, their importance, and the degrees of consensus, the elements contributing to employee satisfaction, a new style of management is proposed below.

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Fig5: Mode of management by performance This chart is based on the fact that the differences observed in a same company are drawn from employee’s performance. This concept must prevail in order to be able to create value. It is therefore advisable not to consider the classical hierarchy that is based on human relationships, not to dwell on the behavior of individuals within the company, but rather on their performance. This is the performance against which the level of each individual must be judged. By adopting this style, employees are obliged to show their best and try to be more active in order to facilite communication and flatten the hierarchy based on human relations. This validates the hypothesis H 4 and report that the internal customer satisfaction is the vector for the performance of the company. Conclusion A study of the importance of internal marketing management was used to test and validate the role of internal customer satisfaction in the stability of the company. The distribution of the affirmations was widespread, showing areas of concordance of views and not those of consensus. The contribution of this method is the prioritization of choice, since it requires more thought and contrast in responses to highlight further the strategic opportunities that may be available. The fundamental point is that employees in fully social conflict do not actually hold labor issues as important in their mind. What is heartening is that customer satisfaction and the image of the company are priorities for advisers. To achieve this, we should properly apply the components of internal marketing, which will have a positive effect on the job satisfaction of employees and their motivation to serve customers (Lendrevie, Levy, and Lindon, 2013). With the revolution in Tunisia, demands for respect and recognition are in the wind. Management must adapt to new social demands, which will also require changes in behavior, and then move to performance-based management. This research would allow business owners and managers to confirm the application and uses of internal marketing in the context of services (Grönroos, 1985; Berry and Parasuraman, 1991) and to formulate, as a result, recommendations for better management of the relationships among management/internal customers/external customers. An understanding of internal customer satisfaction would help managers better understand the importance of creating an enabling environment within the company (Lings, 1999; Vasconcelos, 2008). Our work has shown that the performance of the company is closely related to internal customers and that it depends on the behavior of management and human relations (see Figure 5). It should be noted that there is a sensitivity

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of internal customers to the the effects of onternal marketing to erase discontent and conflict and provide employee satisfaction that will positively effect on the performance of work and employee motivation. Value added in hotels will be achieved by the difference made through employee performance. Managing a team means managing very different personalities with varied expectations, as seen in the graphs relating to the importance assigned to various statements. Limitations and future directions of research It should be noted that our work has not kept account of the requirements and financial constraints that must accompany the implementation of this strategy based on internal customer satisfaction. In addition, to get to meet the staff, it is important to give importance to the workplacesince the hotel staff has probably different expectations from those working in another sector. There is a lack of a management strategy for performance through behavior and human resources. A question that should be explored is to know whether this strategy- and performance-oriented internal marketing would cost more than the value added by internal customer satisfaction. Future research could also consider individual differences as variables that could predict customer engagement. Several personality variables, such as self-esteem, were not analyzed in our work. There is also evidence based on the theory of social exchange. This suggests that people with an ideology and a strong personality might be more likely to see all the benefits, and even may feel compelled to reverse them. Finally, in future research it would be interesting to study the potential impact of management interventions in engaging internal customers. There is already evidence of this and research suggests that such interventions can create a sense of obligation. This is done by making people feel that they are obliged to act positively with respect to acts of internal marketing (Ganzach et al., 2002). Also, it would be interesting to vary the research in all areas while taking into account the functions performed by employees within the company. It is appropriate to continue the investigations incorporating moderating variables that could cause changes in attitudes, behaviors and reactions of employees Therefore, future research could examine measures by which interventions could create a sense of obligation that leads internal customers to a higher level of involvement in management performance. For example, it is necessary to establish proper communication, which is a key factor in commitment and involvement. Therefore, training managers on how to communicate becomes more effective in improving the perception of participation and provides providing a sense of structure.

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Appendix Appendix1: Summary of the studies of the internal marketing mix components

Ahmed, Rafiq, annd Saad (2003)

Hogg, Carter, et Dunne (1998)

Ballantyne, Christopher, et Payne (1995)

Parasuraman, Berry, and Zeithaml (1988)

Authors (Year)

Internal marketing mix components 1. Competition for talent 2. Provide vision and give a goal 3. Providing workers with skills and knowledge concerning their role 4. Bringing people together as a team 5. Leverage the freedom factor 6. Reward achievement through measurements and rewards 7. Base decisions of job conception on research 1. Staff selection 2. Training design and measuring competence 3. Climate monitors staff 4. Internal Communications 5. Support in order to improve the quality 1. Communication 2. Staff training 3. Appraisal and feedback 4. Customer consciousness 1. Empowerment 2. Senior leadership 3. Strategic reward 4. Physical environment 5. Staffing, selection and succession 6. Process changes 7. Incentive system 8. Internal communication 9. Interfunctional co-ordination 10.Training and development

Appendix 2: Summary of the various styles of management over the years Purview Engineers

Authors Taylor…

Psychologists

Mayo, Mc Gregor, Herzberg…

Economists

Alchain and Demetz, Coase… Burns and Stalker, Laurence and Lorsh, Mintzberg… Simon, Cyert and March… Penrose, Nelson and Winter…

Contingency theorists

Sociologists Evolutionary theories and those of competences Socio-economics

Mauss, Freeman, Powell…

Basic thoughts The basics of the scientific organization of work called scientific management have been established. Introduction of new techniques whose primary objective is the interest of the staff and their well-being within the company. The company is a black box that combines different factors in the purpose of producing. The importance of the environment in the structure and conduct of the organizations. It is essential to open the door to the collective decisionmaking and encourage human relations. Emphasis on the characteristics of each business that allows an accommodation to the environment. The company is an institution responsible of supporting values, which symbolizes the aspirations of its environment for all its stakeholders.

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Appendix 3: Color chips used in the study and their meanings Color Blue Red Yellow Black Green

Meaning Satisfied or rather satisfied with these points (15 chips max) Unhappy or very unhappy of these points (15 chips max) In the absence of these points, the possibility of social conflict (10 chips max) Sounds easy or fairly easy to me to implement (5 chips max) Implemented after prior consideration (more expensive or longer) (5 chips)

Appendix 4: Distribution of distributed chips Satisfaction Number of chips Utilization rate Score Mean

Discontent

Conflict risk

« Easy » measures

« Hard » measures

68

54

50

31

28

45%

36%

50%

62%

56%

4786

3792

2905

2234

1403

70,4

70,2

58,1

72

50,1

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Equity Climate

46. Feel the real expectations of the customers and help them meet through professional skills (listening, professionalism ...).

climate

21. Have the trust of the managers.

27. That profit sharing is a way to benefit the employees of the company's results.

Equity

34. That certain consistency is organized within the Group to promote human resources.

Management

Climate

26. Be considered by the company management as a true collaborator.

30. That recruitment should be more diverse (origin, age, training, experience).

Climate

29. Feel in confidence.

57,9

54,4

48,2

64,9

63,9

51,4

68,2

Communication 55,7

39. Be proud to belong to the company.

70,9

Communication 57,9

Climate

36. A caring and compassionate communication can exist.

63,5

76,6

16,3

20,8

25,2

12,5

14,9

21,2

21,4

25,4

18,1

23,7

23,1

11,6

Mean ECM

22. Be informed of the objectives and plans of the company.

Climate

Management

47. Receive effective training to enhance professionalism and prepare for the future.

20. Be heard in the company as a true member.

Theme

Affirmations

7,2

2,7

-2,5

14,2

13,2

0,7

17,5

5

7,2

20,2

12,8

25,9

Impo

2,7

-1,8

-6,2

6,5

4,1

-2,2

-2,4

-6,4

0,9

-4,7

-4,1

7,4

2

2

2

2

2

4

3

4

4

4

5

5

153

168

170

178

194

215

252

254

258

294

395

425

Consensu Chips Sum s

76,5

84

85

89

97

53,8

84

63,5

64,5

73,5

79

85

Mean

Appendix 5: Distribution of different statements, sources of satisfaction

18

Equity

48. Accept changes (organization, pay structure) for a collective and Management Change individual negotiation and lying on solidarity.

2

3

128

140

Synthesis

37. Find compatible social objectives with the country's situation.

Equity

144

33. That medical monitoring is better organized to preserve the Work condition Conformity 2 health of advisors

151 145

Equity

2

175

179

183

191

212

Objectivity 2

10. The salary grid can help to set wages according to the missions, activities and tasks done

3

2

2

Objectivity 2

19. That employees are proud to belong to a company close to its Communication Equip customers

32. That union representation can follow equity measures, including disciplinary

Communication Synthesis

22. Being informed about the objectives and plans of the company

Equip

Conformity 3

Communication Equip

Climate

Work conditions

39. Being a proud member of the company

29. Feel in confidence

13. Respect for individual consciences and corporate image are protected by the principle of secularism (no ostentatious brands opinions and beliefs).

3

84

46,7

72

72,5

75,5

87,5

59,7

91,5

95,5

70

79

75,9

Sum Mean

237

Chips

49. Having a proximity role management (supervisors, team Management Equip managers) as long as it still truly responsible and fair to the decisions that can be made

Orient 303

Theme

4. The payment of the quarterly premium paid to direct leaders Remuneration Objectivity 4 should be extended to employees

Affirmations

Appendix 6: Distribution of the various assertions causes of discontent

19

Equip

Climate Climate

26. Be considered by the company management as a true collaborator.

36. A caring and compassionate communication can exist.

Objectivity

37. Find compatible social objectives with the country's situation.

Objectivity

39. Being a proud member of the company

Equip Equip

Work conditions

13. Respect for individual consciences and corporate image are protected by the Work conditions principle of secularism (no ostentatious brands opinions and beliefs).

15. That work schedules should be subject to negotiations

Equip

28. That advisors and commercial can know the opinion of leaders on their results Management and take into consideration their future Communication

Conformity

33. That medical monitoring is better organized to preserve the health of advisors Work conditions

Equity

Objectivity

10. The salary grid can help to set wages according to the missions, activities and Equity tasks done

Synthesis

Equip

49. Having a proximity role management (supervisors, team managers) as long asManagement it still truly responsible and fair to the decisions that can be made.

Equip

Objectivity

Orientation

Conformity

Climate

20. Be heard in the company as true team members

Theme

4. The payment of the quarterly premium paid to direct leaders should be extended Remuneration to employees

Climate

29. Feeling confidante

Affirmations

2

2

3

2

2

3

2

3

2

2

2

3

4

Chips

123

114

251

150

144

140

175

179

183

191

212

237

303

Sum

62;2

52

85,2

35

42

46,7

87,5

59,7

91,5

95,5

70

79

75,9

Mean

Appendix 7: Distribution of the different statements, subjects that can lead to conflicts

Appendix 8: Distribution of the different statements "easy" to change a situation.

20

Affirmations 20. Be heard in the company as true team members. 36. A caring and compassionate communication can exist. 33. That medical monitoring is better organized to preserve the health of advisors 37. Find compatible social objectives with the country's situation. 49. Having a proximity role management (supervisors, team managers) as long as it still truly responsible and fair to the decisions that can be made. 2. That the variable of remuneration is taken to its previous level and is subject to real discussions.

Theme Climate Climate Work condition Equity Management Remuneration

Appendix 9: Distribution of the different statements "difficult" or "expensive" to change a situation. Affirmations Theme 49. Having a proximity role management (supervisors, team managers) as long as it still truly responsible and fair to the decisions that can be made.

Management

22. Be informed of the objectives and plans of the company.

Communication

21