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Authors
Abstract(s)
A prática do marketing interno (MI) permite desenvolver uma comunidade mais
integrada, motivada e focada com o intuito de atingir os objetivos organizacionais. Com
esta ferramenta de gestão, a empresa consegue melhorar a sua comunicação interna e
provocar nos colaboradores um maior desempenho, comprometimento e satisfação. No
entanto, para que seja possível é necessário que o MI tenha estratégias apelativas e
coerentes.
A presente investigação teve como objetivo analisar e perceber se, de facto, as práticas
de MI aplicadas pelas organizações alvo contribuem para os colaboradores se sentirem
integrados e motivados em realizarem as suas tarefas e, consequentemente desejarem
permanecer na empresa.
Adotou-se uma metodologia mista, qualitativa e quantitativa, com dois públicos-alvos: os
colaboradores e os responsáveis de recursos humanos (RRH); os instrumentos de recolha
de dados foram inquéritos sob a forma de questionários e entrevista, respetivamente.
Dos resultados obtidos, foi possível perceber que o e-mail da instituição e o mural de
informações são os canais de comunicação que os RRH mais utilizam para enviar as
mensagens aos colaboradores.
Houve concordâncias e discordâncias de que se destacam: (a) a maioria dos colaboradores
opinou sentir-se integrado na organização. Contudo, grande parte não se sente motivada
devido ao sistema de remuneração e recompensa, não veem o seu trabalho elogiado, a
comunicação interna é pouco clara e as suas opiniões raramente são tidas para introduzir
melhorias; (b) na opinião dos RRH, os colaboradores sentem-se integrados e motivados
com o plano de MI; consideram praticar uma comunicação objetiva, capaz de gerar um
ambiente de trabalho agradável, no qual permite aos colaboradores trabalharem com
entusiasmo e se sentirem confortáveis em expor os seus descontentamentos. Ambos os
públicos-alvo se escudaram em respostas que lhes permita sair airosamente desta
temática. Falta encontrarem pontos de convergência que originem um MI mesmo
desafiante.
The practice of internal marketing (IM) allows to develop a more integrated, motivated and focused community in order to achieve organizational goals. With this management tool, the company can improve its internal communication and provoke in employees a greater performance, commitment and satisfaction. However, for this to be possible, it is necessary for the IM to have appealing and coherent strategies. This research aimed to analyze and understand whether, in fact, the IM practices applied by the target organizations contribute to the feel integrated and motivated to carry out their tasks and, consequently, wish to remain in the company. A mixed methodology, qualitative and quantitative, was adopted, with two target audiences: employees and those responsible for human resources (RHR); the data collection instruments were questionnaires and interviews, respectively. From the results obtained, it was possible to perceive that the institution's e-mail and the information wall are the communication channels that the RHRs use the most to send messages to employees. There were agreements and disagreements, of which the following stand out: (a) the majority of employees said they felt integrated in the organization. However, most of them do not feel motivated due to the remuneration and reward system, they do not see their work praised, internal communication is unclear and their opinions are rarely taken to make improvements; b) in the opinion of the RHRs, employees feel integrated and motivated with the IM plan; consider practicing objective communication, capable of generating a pleasant work environment, in which employees can work with enthusiasm and feel comfortable airing their discontents. Both target audiences shielded themselves in answers that would allow them to get out of this theme gracefully. They need to find points of convergence that give rise to a really challenging IM.
The practice of internal marketing (IM) allows to develop a more integrated, motivated and focused community in order to achieve organizational goals. With this management tool, the company can improve its internal communication and provoke in employees a greater performance, commitment and satisfaction. However, for this to be possible, it is necessary for the IM to have appealing and coherent strategies. This research aimed to analyze and understand whether, in fact, the IM practices applied by the target organizations contribute to the feel integrated and motivated to carry out their tasks and, consequently, wish to remain in the company. A mixed methodology, qualitative and quantitative, was adopted, with two target audiences: employees and those responsible for human resources (RHR); the data collection instruments were questionnaires and interviews, respectively. From the results obtained, it was possible to perceive that the institution's e-mail and the information wall are the communication channels that the RHRs use the most to send messages to employees. There were agreements and disagreements, of which the following stand out: (a) the majority of employees said they felt integrated in the organization. However, most of them do not feel motivated due to the remuneration and reward system, they do not see their work praised, internal communication is unclear and their opinions are rarely taken to make improvements; b) in the opinion of the RHRs, employees feel integrated and motivated with the IM plan; consider practicing objective communication, capable of generating a pleasant work environment, in which employees can work with enthusiasm and feel comfortable airing their discontents. Both target audiences shielded themselves in answers that would allow them to get out of this theme gracefully. They need to find points of convergence that give rise to a really challenging IM.
Description
Keywords
Marketing interno Integração Motivação Colaboradores Recursos humanos Internal marketing Integration, motivation Employees Human resources