서비스 기업이 존속하기 위해서는 기업의 최고경영자부터 고객에게 서비스를 제공하는 종사원까지 공통된 가치관과 목표를 가지고 있어야 한다. 따라서 경영자와 종사원간의 커뮤니케이션은 대단히 중요할 뿐만 아니라 종사원을 위한 보상제도와 복지제도가 잘 정비되어 있어야 직무몰입과 조직몰입을 기대할 수 있고, 이는 훌륭한 서비스 제공으로 나타나 호텔의 기업가치 극대화로 이어질 것으로 판단된다. 본 연구에서는 호텔 종사원에 대한 내부마케팅이 직무몰입과 조직몰입을 통한 경영성과에 미치는 영향에 대하여 분석하였다. 실증조사 분석을 위해, 서울 및 수도권 지역 특1급 또는 특2급 호텔 종사원을 대상으로 설문조사를 진행하여 자료를 수집하고, 다중회귀분석을 통해 가설검증을 실시하였다. 연구결과 내부마케팅 요인은 직무몰입에 정(+)의 영향을 미치는 것으로 나타났는데 이것은 호텔기업의 내부마케팅이 호텔 내부 종사원의 직무몰입을 강화시키는데 유의미한 활동임을 의미한다. 그리고 정서적 몰입에는 교육훈련을 제외한 내부커뮤니케이션, 권한위임, 보상시스템 3가지 요인이 정(+)의 영향을 미치는 것으로 나타났으며, 또한 조직 규범적 몰입에는 내부커뮤니케이션과 보상시스템을 제외한 교육훈련, 권한위임 2가지 요인이 정(+)의 영향을 미치는 것으로 나타났다. 직무몰입 요인은 재무적 성과에는 정(+)의 영향을 미치는 것으로 나타났으며 비재무적 성과에는 정(+)의 영향이 미치지 않는 것으로 나타났다. 본 연구는 호텔 조직 내 내부마케팅이 직무몰입과 조직몰입에 긍정적인 영향을 미치며 경영성과에 있어 핵심적인 관리 기준이 됨을 실증적 연구를 통해 제시하고 있다.
In order for a service company to continue its existence, every employee of it, from the CEO to customer service employees, needs to share the same values and goals. It is the same as mountain climbers who should share the same goal of climbing up to the summit and if any one of them gives it up, the team fails as a whole. It could be a fatal error that employees do not practice at the interface with customers the values and goals set up by the CEO. Unless somebody report it, the management would never know about it and the resulting damages would be beyond estimation. Therefore, communication between the management and employees is fundamental. Moreover, although the communication is efficient, if the company does not have well-organized employee reward and welfare schemes and employees’ job commitment and organizational commitment are not high enough, it is difficult to expect excellent service provision. The hotel industry sells both tangible and intangible service products. Compared with other industries, it is a more labor-intensive sector with heavy reliance upon the intangible product of human-provided service. In this situation, for the hotel industry to secure competitive edge and improve service quality, efficient human resource management is more important than anything. This study examined the effect of internal marketing for hotel employees on management performance through their job commitment and organizational commitment. For the study, literature review and survey-based empirical investigation were performed in parallel. In the literature study, diverse scholars’ preceding studies were examined to understand theoretic ideas. Based on such theoretic review and preceding studies, the study research model and hypotheses were established to test the study hypotheses. For the empirical investigation and analysis, survey was performed for hotel employees at five-start or four-star hotels in Seoul and the Metropolitan region of South Korea. A total of 400 sets of survey questionnaires were distributed from April 1 to 30, 2017 and 358 sets of them were used for the actual analysis, excluding 42 sets that had not been returned or deemed poorly answered or missed part of the investigation. For the study data analysis, SPSS 18.0 statistical analysis package program was utilized. For statistical data processing, frequency analysis, factor analysis, reliability analysis, descriptive statistical analysis and multiple regression analysis were implemented. The study findings are summarized as follows; First, there are statistically significant positive effect of internal marketing of service company on job commitment. Second, among the internal marketing variables, internal communication, authority delegation, and reward systems were found to have significant positive effect on emotional commitment, excluding education/training. Only authority delegation significantly effect on normative commitment. Third, there are statistically significant positive effect of job commitment and organizational commitment on financial performance. However, there is no significant positive effect of job commitment on non-financial performance other than organizational commitment. Conclusively, this study presented the internal marketing within hotel organization has positive effect on job commitment and organizational commitment, and does emphasize it is a key management criterion for management performance.