The Dynamic Impact of Training and Development of Internal Marketing within Organizational on Employee Behaviors and Attitudes
碩士 === 銘傳大學 === 國際企業學系碩士在職專班 === 102 === The 21st century is an era of emphasis on competitiveness, among which human’s inferiority is the most important key. Therefore, individuals, organizations or countries all take the improvement of the quality of human as the highest guiding principle for deve...
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ndltd-TW-102MCU053210092015-10-13T23:23:02Z http://ndltd.ncl.edu.tw/handle/09132570990212620063 The Dynamic Impact of Training and Development of Internal Marketing within Organizational on Employee Behaviors and Attitudes 內部行銷中組織發展訓練機制對員工行為與態度之動態研究 Yen-Jou Chen 陳嬿柔 碩士 銘傳大學 國際企業學系碩士在職專班 102 The 21st century is an era of emphasis on competitiveness, among which human’s inferiority is the most important key. Therefore, individuals, organizations or countries all take the improvement of the quality of human as the highest guiding principle for development. The traditional approach to improve the quality of human resources is nothing else than education and training. Banking institution belongs to service industry; the development of education and training in corporate internal marketing and efforts to enhance employee commitment to the customer service quality are the focus about which the organization is concerned. This study adopted two-factor theory to explore the reasons why staffs are willing to stay on and do not want to stay on, for a good corporate service quality is closely related to organizational profitability, productivity and market share. To achieve “good efficiency, good quality and complete explanation” is the objective that the bank expects on employees. In order to obtain the objective, the organization also expects to actuate employees’ behavior beyond their role- organizational citizenship behavior, in addition to implementing the development of education and training in internal marketing and strengthening employees’ service quality management. Any organization system is by no means perfect. Only relying on staff to complete the task performance, namely, behavior within the role, may not effectively achieve organizational goals, which still depends on employees’ initiative to perform the behavior beyond the role - organizational citizenship behavior. Apart from being able to work in accordance with the contents of position provisions or job specification, members of the organization should be able to fully demonstrate “organizational citizenship behavior” and enhance employees’ centrifugal force organizational commitment so as to achieve organizational effectiveness. Therefore, this study aims to investigate the dynamic process of the impact of organizational development mechanism implemented in the internal marketing of current local and foreign banking organizations on employees’ task performance, service quality commitment, organizational citizenship behavior and organizational commitment. Research questions include: (1) to investigate whether the development mechanism implementation of internal marketing mechanism by the bank has positively dynamic impact on task performance; (2) to investigate whether development mechanism implementation of internal marketing mechanism by the bank has positively dynamic impact on organizational citizenship behavior; (3) to investigate whether the development mechanism implementation of internal marketing mechanism by the bank has positively dynamic impact on employees’ service quality commitment; (4) to investigate whether the development mechanism implementation of internal marketing mechanism by the bank has positively dynamic impact on organizational commitment. Xiu- hua Hu 胡秀華 2014 學位論文 ; thesis 79 zh-TW |
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碩士 === 銘傳大學 === 國際企業學系碩士在職專班 === 102 === The 21st century is an era of emphasis on competitiveness, among which human’s inferiority is the most important key. Therefore, individuals, organizations or countries all take the improvement of the quality of human as the highest guiding principle for development. The traditional approach to improve the quality of human resources is nothing else than education and training. Banking institution belongs to service industry; the development of education and training in corporate internal marketing and efforts to enhance employee commitment to the customer service quality are the focus about which the organization is concerned. This study adopted two-factor theory to explore the reasons why staffs are willing to stay on and do not want to stay on, for a good corporate service quality is closely related to organizational profitability, productivity and market share. To achieve “good efficiency, good quality and complete explanation” is the objective that the bank expects on employees. In order to obtain the objective, the organization also expects to actuate employees’ behavior beyond their role- organizational citizenship behavior, in addition to implementing the development of education and training in internal marketing and strengthening employees’ service quality management. Any organization system is by no means perfect. Only relying on staff to complete the task performance, namely, behavior within the role, may not effectively achieve organizational goals, which still depends on employees’ initiative to perform the behavior beyond the role - organizational citizenship behavior. Apart from being able to work in accordance with the contents of position provisions or job specification, members of the organization should be able to fully demonstrate “organizational citizenship behavior” and enhance employees’ centrifugal force organizational commitment so as to achieve organizational effectiveness.
Therefore, this study aims to investigate the dynamic process of the impact of organizational development mechanism implemented in the internal marketing of current local and foreign banking organizations on employees’ task performance, service quality commitment, organizational citizenship behavior and organizational commitment. Research questions include: (1) to investigate whether the development mechanism implementation of internal marketing mechanism by the bank has positively dynamic impact on task performance; (2) to investigate whether development mechanism implementation of internal marketing mechanism by the bank has positively dynamic impact on organizational citizenship behavior; (3) to investigate whether the development mechanism implementation of internal marketing mechanism by the bank has positively dynamic impact on employees’ service quality commitment; (4) to investigate whether the development mechanism implementation of internal marketing mechanism by the bank has positively dynamic impact on organizational commitment.
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author2 |
Xiu- hua Hu |
author_facet |
Xiu- hua Hu Yen-Jou Chen 陳嬿柔 |
author |
Yen-Jou Chen 陳嬿柔 |
spellingShingle |
Yen-Jou Chen 陳嬿柔 The Dynamic Impact of Training and Development of Internal Marketing within Organizational on Employee Behaviors and Attitudes |
author_sort |
Yen-Jou Chen |
title |
The Dynamic Impact of Training and Development of Internal Marketing within Organizational on Employee Behaviors and Attitudes |
title_short |
The Dynamic Impact of Training and Development of Internal Marketing within Organizational on Employee Behaviors and Attitudes |
title_full |
The Dynamic Impact of Training and Development of Internal Marketing within Organizational on Employee Behaviors and Attitudes |
title_fullStr |
The Dynamic Impact of Training and Development of Internal Marketing within Organizational on Employee Behaviors and Attitudes |
title_full_unstemmed |
The Dynamic Impact of Training and Development of Internal Marketing within Organizational on Employee Behaviors and Attitudes |
title_sort |
dynamic impact of training and development of internal marketing within organizational on employee behaviors and attitudes |
publishDate |
2014 |
url |
http://ndltd.ncl.edu.tw/handle/09132570990212620063 |
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