| Summary: | 碩士 === 靜宜大學 === 企業管理學系 === 87 === In the field of service marketing, employees function as the center in attracting, establishing and maintaining client relationship. Many companies become aware of the key role employees play in the service delivery process and thus derive the need of internal marketing. In this study, correlation between internal marketing and performance is empirically examined through views of insurance managers. In the first part of the study, we obtain relevant information of internal marketing and performance, for further development scale of internal marketing, through research paper reference and in-depth interview with business managers. Moving to the second part of the study, quantitative research, 19 insurance companies that have the top market share in Taiwan are the population and their business managers are surveyed. However, as these insurance operating departments lack of population data, random sampling and convenience were conducted. Of the 642 questionnaire distributed, 237 are valid. The purpose of this study includes: to develop scale of internal marketing, to discuss elements of internal marketing, to understand how internal marketing is introduced in the insurance business, to see if internal marketing and performance are connected, and at last to review whether performance of these operating insurance departments would be affected by their different types of internal marketing. The conclusion is following:
1. Scale of internal marketing includes 72 items. Cronbach''''''''s α is 0.90. Split-half reliability is 0.96. The scale takes criterion-relation validity and convergent validity.
2. 14 elements are included in the internal marketing: external communication, customer service oriented, tools support, assistance in career development, management support, information support, strategy involvement, market research, market segmentation, service triangle interactive, human resource activities, internal communication, training, and motivation.
3. Internal marketing in the insurance business covers all 14 elements, of which customer service oriented, motivation and training are most successfully implemented.
4. Internal marketing and performance are positively correlated; i.e. higher level in internal marketing would result in higher performance.
5. Types of internal marketing are classified as strategy, management and operating. Of the three, strategy type attributes more than the other two to the performance of these insurance operating departments while management type is viewed better than the operating type.
As a conclusion, it is suggested that insurance companies, in order to meet target performance, can selectively promote different internal marketing elements over their different business cycle. Companies can direct their improvement based on the 3 least successfully promoted elements of internal marketing. Possible future studies can 1) concentrate in developing stable "scale of internal marketing" that applies to different industries, or 2) from view of service triangle, empirically examine what scholars claim "employee satisfaction and customer satisfaction are seen as the intermediate variable of the performance."
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