The management and measurement of internal service quality is a special issue. If managers and specialists of human resource want to improve their internal service quality, they must understand the internal service factors their customers consider important. This study assesses the human resource services quality through viewpoints of the internal customers. The literatures review includes the topics of internal marketing, the roles and functions of human resource department, the concepts and measurement tools of service quality, and evaluation of organizational performance induced by human resource management. This study finds that managers expect the service quality factors are: innovation, completeness, problem solving, reliability, aggressiveness, structure and control, physical resources, and professional ability. From the results, we find the completeness and professional ability are the most important two factors to the managers investigated. They also indicate these two factors have the largest gap between the real and expected level. Most of the respondents think the reliability is good for their HR departments. Structure and control, and reliability of HR service have significant impacts on the organizational performance. The management performance has good mediating effects between the HR service quality and market performance of organizations. For the ¡§Direct Evaluation Model¡¨ and the ¡§Gap Model¡¨ of the internal service measurement, the first one has better forecasting power to both management and market performance.

An exploratory investigation using a survey study approach was undertaken in two organisations in retailing, to explore whether there is any connection between HOD leadership style and the effectiveness of marketing concept in the organisation. Findings emerged on several levels. Despite the agreement on the importance of leadership in IM, little integration of leadership and IM research is found in the literature. Traditionally, leadership studies relate to job satisfaction, motivation, performance, productivity and communication. The term leadership means different things to different people (De Jong 2006). Although no ultimate definition of leadership exists (Yukl 2002) the majority of definitions reflect some basic elements including influence, motivation, intention, and change. Despite the importance of acknowledging the concept of leadership and its implications on internal marketing, it emerges that empirical studies of the relationship between leadership and internal marketing are unduly under-represented. Looking at the results, the achievement oriented and participative styles are positively associated with internal marketing. The achievement oriented is somewhat a better predictor than participative style in predicting variability in internal marketing. Conversely, the directive style is negatively associated with the internal marketing variable. The only leadership style that has no significant effect on internal marketing is the supportive style. The results also show that staff job satisfaction levels are positively predicted by leadership style. Further analysis shows that only 2 out of 4 leadership styles have positive significant effects on internal marketing; these are: achievement oriented and participative styles. The other two are not significant in predicting the variability in job satisfaction. The regression results show that leadership style has a significant effect on the HOD performance variable. All leadership styles, except supportive style, have significant effects on HOD performance. The achievement oriented and participative styles have positive significant effects, but the directive style has a negative effect on HOD performance. The overall results show that achievement oriented and participative styles have positive significant effects directly and are mediated by internal marketing effects on job satisfaction and HOD performance. But the directive style of leadership has a significant direct negative effect and is mediated by internal marketing on HOD performance only and not on job satisfaction. Survey data at the individual level was aggregated across the two organisations and analysed. While these results cannot be statistically generalisable because of the small and unrepresentative sample used, the findings suggest that the link between individual organisation members’ perceptions of Internal Marketing and HOD leadership would be worthy of a larger study.

M.Comm. (Business Management) / Marketing as field of study has developed as a vibrant and evolutionary management function over a number of decades. In the 1950's the primary focus was on consumer goods. In the ensuing three decades industrial marketing, societal orientation and the marketing of services respectively, came to the fore. It is anticipated that relationship marketing will increasingly capture the attention of marketers in the 1990's. Relationship marketing addresses internal markets in the organisation, such as the personnel and jobs, suppliers, influencer markets, referral markets and customer markets. The focus in relationship marketing shifts from transaction marketing, as practised in the past, to long term relationships developing between the markets mentioned above (Christopher, 1991:9).The student holds the opinion that both relationship marketing and internal marketing have immense application potential in business on corporate and small business level. These concepts however, are still in the infancy stage with a low level of awareness amongst businessmen and entrepreneurs alike.

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Šis diplominis magistro darbas skirtas ištirti vidinio marketingo poreikį, nustatyti jo įgyvendinimo galimybes bei įvertinti galimą reikšmingumą darbuotojų pasitenkinimui, gydymo kokybei ir visos organizacijos tikslams Kauno medicinos universiteto klinikų Centriniame reanimacijos skyriuje – ribinėje ligoninės vietoje, kur dažniausiai kyla pacientų gyvybės ar mirties klausimas. Pirmojoje darbo dalyje aptariamas teorinis vidinio marketingo aspektas, supažindinama su vidinio marketingo kompleksu. Remiantis moksline literatūra bei paslaugų rinkos specifika, aprašomi vidinio marketingo poreikio nustatymo metodai, strateginė reikšmė, bei galimi rezultatai paslaugas teikiančioms organizacijoms. Antroje dalyje pagal vidinio marketingo komplekso logiką aprašomas minėto skyriaus dabartinės situacijos tyrimas, identifikuojamas vidinio marketingo poreikis ir taisytini momentai. Trečioji darbo dalis skirta aprašyti minėto skyriaus reikmes ir charakteristikas atitinkančio vidinio marketingo kompleksą. Darbo pabaigoje pateikiamos išvados, literatūros sąrašas ir priedai. / This diploma paper is dedicated for the study of the need, possibilities of adoption and potential meaning of internal marketing and its impact on job satisfaction of the employees, quality of the healing and organizational goals in the Intensive care unit of Hospital of Kaunas University of medicine – ultimate place in the hospital where it becomes clear whether patients live or dye. In the first part of this diploma paper the main theoretic aspects of the internal marketing and its complex, which is the leading root of the work, are discussed. The second part is dedicated to analysis of the present situation of the unit according to internal marketing complex. Suggestions how to adopt internal marketing and to improve the present situation are given in the third part of this paper. In the end conclusions, the list of used material and appendixes are presented.

Bakgrund: För att kunna överleva på en modern konkurrensutsatt marknad som små och medelstora företag måste de ha kompetent och talangfull personal. Genom att ha ett starkt arbetsgivarvarumärke så blir det lättare att bibehålla den kompetenta personalen men även för att rekrytera nya. Det finns strategier som tas upp genom studiens gång som man kan implementera för att stärka sitt arbetsgivarvarumärke. Problemformulering: Ett problem som förekommer inom små- och medelstora företag är att resurserna alltid inte räcker till för att anställa exempelvis HR-personal som aktivt arbetar med att stärka arbetsgivarvarumärket. Det är dock oerhört viktigt att i små och medelstora företag att arbeta med detta då nyckelpersonerna blir än viktigare eftersom de får större ansvar för företagets olika uppdrag än i stora företag. Syftet: Syftet med denna studie är att undersöka hur väl små- och medelstora företag arbetar med intern- och extern employer branding. Författarna skall dessutom undersöka strategier som SME:s (Small and Medium-sized Enterprise) använder sig av för att kunna rekrytera efterfrågad personal samt hur man bibehåller kompetent personal för att en ökad förståelse kring begreppet employer branding. Metod: Inom denna studie så har författarna valt att använda en kombinerad metod, både kvalitativ men även en kvantitativ med utgång från en deduktiv metod. Slutsats: Författarna inom denna studie har funnit att arbetsgivarna idag redan implementerar olika strategier inom intern employer branding (internal marketing) för att stärka sitt arbetsgivarvarumärke men som även bidrar till en positiv arbetsmiljö. Många menar på att de vill jobba med employer branding i allmänhet mer än vad som görs idag och har viljan för det, men resurserna räcker inte alltid till. Många arbetar idag även med sitt externa employer branding exempelvis genom sociala medier men där menar många att man behöver bli bättre. / Background: To be able to survive in a modern competitive market as a small and medium-sized enterprise, you must have talented and competent staff. With a strong employer brand comes benefits that help you hire talented employees but also retain them within the company. There are also strategies shown in this study that you can implement to strengthen your employer brand. Problem formulation: A problem that occurs in small and medium-sized companies is that the resources are not always enough to employ, for example, HR employees who actively work to strengthen the employer brand. However, it is extremely important in small and medium-sized companies to work with this as the key employees become even more important because they are given greater responsibility for the company's various tasks than in large companies. Aim: The purpose of this study is to investigate how well SMEs work with internal and external employer branding. The authors will also examine strategies that SMEs (Small and medium-sized enterprises) use to be able to recruit in-demand personnel and how to maintain competent personnel in order to increase understanding of the concept of employer branding. Method: Within this study, the authors have chosen to use a combined method, both qualitative but also quantitative based on a deductive method. Conclusion: The authors of this study have found that employers today already implement various strategies within internal employer branding (internal marketing) to strengthen their employer brand but which also contribute to a positive work environment. Employees say that they want to work with employer branding in general more than what is done today and have the ambition to do so, but where the resources are not always enough. Many employees today also work with their external branding, for example through social media, but where many believe that they need to do better.

More intense competition has meant that companies have to take new measures to cope on the modern market. Therefore, many companies choose to change their brand in some way. This is called rebranding and is however a risky process. To reduce the risk companies can hire external parties in form of design agencies. The purpose of this study is to investigate which factors that are required to achieve a successful rebranding, when carried out in collaboration with an external agency. The study will do so by asking the question "What are the success factors of a rebranding when carried out in collaboration with an external agency?". To do so the researchers assumed a qualitative case study where semi-­structured interviews have been implemented. The empirical data gathered was then analyzed using theories covering the areas of rebranding, internal marketing, and previous research on the cooperation between agency and company. The conclusions of this study shows that one success factor is found in the fact that agencies has greater experience of rebranding, compared to most companies. Another success factor is the outside perspective agencies add, which enables the companies to see new aspects of their brand. Companies should involve employees in the process to the point of collecting their opinions before the work begins, but the study shows that there should only be a few people involved in the actual rebranding process to achieve good results. The best result is  achieved when all final decisions are made by the company, the agency should only come up with guidelines and suggestions.

Sponsring är ett utbyte och en marknadsföringsmetod som används av allt fler organisationer. Med syftet att påverka personalen i en organisation är sponsring en relativt oanvänd metod för marknadsföring. Trots detta så påverkar sponsring personalen oavsett organisationens målsättning med sponsring. Syftet med studien är att utvärdera om sponsring fungerar som ett verktyg för motivation i en specifik organisation, sedan utvärderas hur sponsring bidrar till motivation. För att besvara syftet genomfördes en kvantitativ studie i form av en enkätundersökning. Denna genomfördes hos vårt studieobjekt Länsförsäkringar i Gävleborg. Analysen av den insamlade datan har genomförts med stöd av den teoretiska referensramen. Resultatet av studien visar att sponsring kan användas till att motivera personalen på Länsförsäkringar. Dock så är organisationens nuvarande sponsring något som inte tydligt motiverar personalen. Länsförsäkringar vill med sin sponsring bidra till samhället och på så sätt skapa engagemang och stolthet bland personalen. Sponsring får personalen att känna stolthet men däremot inget tydligt engagemang. Länsförsäkringar är bra på att informera personalen om sponsring, däremot så är organisationen inte lika bra på att lyssna till personalens värderingar kring sponsring. Det bristande engagemanget skulle då kunna bero på att personalen inte får tycka till om organisationens sponsring. / Sponsorship is an exchange and a marketing method that is used by more and more organizations. With the aim to influence the staff of an organization is sponsoring a relatively unused method of marketing. Despite this, sponsorship affects the staff regardless of the organization's goal of sponsoring. The purpose of this study is to evaluate if sponsorship serves as a motivational tool in a specific organization, then evaluate how the sponsorship contributes to motivation. To answer the purpose we conducted a quantitative study in the form of a questionnaire. The questionnaire was done at our research object, Länsförsäkringar Gävleborg. The analysis of the collected data was carried out with the support of the theoretical framework. The results of the study show that sponsorship can be used to motivate staff at Länsförsäkringar. However, the organization's current sponsorship is not clearly motivating their staff. Länsförsäkringar wants with its sponsorship to contribute to society and thus create commitment and pride among the staff. Sponsorship get staff to feel proud but no clear commitment. Länsförsäkringar is good at informing staff about sponsorship, however, the organization is not as good at listening to staff's values regarding sponsorship. The lack of commitment could then be due to staff being unable to speak up on the organization's sponsorship.

<p>Purpose: The purpose of this thesis is to increase the understanding of the link between internal marketing and customer relationship management by conducting a case study of one Nordea call center.</p><p>Background: Keeping existing customers is less expensive than acquiring new ones. Nowadays, up to sixty percent of marketing budgets are being dedicated towards retaining customers. So forth customer relationship manage-ment is slowly beginning to penetrate the banking industry as sustaina-ble relationships between organizations and their customers are becom-ing more evident.</p><p>Theory: The case study is based on an internal marketing model by Bansal et al. (2001) which shows how managers can influence the job satisfaction of their employees through six dimensions. Based on the previously men-tioned model, customer relationship management theory and the service marketing triangle by Kotler et al. (2002), the researchers present their our own model, at the end of the theoretical section, which seeks to en-hance the understanding of the link between internal marketing and cus-tomer relationship management.</p><p>Method: Since there was lacking theoretical evidence in how to link internal marketing to customer relationship management, the study was of exploratory nature. Qualitative data was collected by conducting two fo-cus groups (independently of each other) at one Nordea call center. The first focus group was composed of five managers and the second focus group of three frontline employees.</p><p>Conclusion: Nordea has been used as an example to illustrate that customer relation-ship management, such as using sales opportunities to strengthen rela-tionships with customers, is dependent on managers‟ ability to “sell” the organization‟s customer relationship management ideas to its front-line employees. Moreover managers have the ability through the six dimensions of internal marketing to affect job satisfaction which in turn will determine how frontline employees make use of the sales opportu-nities provided by Nordea‟s content management system (CMS).</p>