대부분의 서비스기업들은 내부마케팅을 중요한 경영전략으로 실행하고 있다. 그러나 노인요양시설은 국가의 노인 장기요양보험금에 의해 운영되고 있는 특수성으로 인해 다른 서비스기업과는 달리 내부마케팅의 필요성을 인식하지 못하고 있다. 기존의 연구는 주로 요양보호사 관점이며 마케팅전략에 관한 연구는 드물다. 이에 본 연구는 노인요양시설에 내부마케팅을 도입하여 내부고객인 요양보호사의 조직몰입에 대한 영향요인을 밝혀 경영전략에 이용하고자 하였다. 내부마케팅 요인으로는 보상 공정성, 기대충족, 상사의 지원, 복리후생을 제시하였고 이들이 요양보호사의 직무스트레스와 조직몰입에 미치는 영향을 살펴보았다. 연구결과는 다음과 같다. 첫째, 내부마케팅 요인인 보상 공정성은 직무스트레스와 조직몰입에 유의한 영향을 미치지 않았다. 둘째, 기대충족과 상사의 지원은 직무스트레스에 부의 영향을 미치는 것으로 나타났으며, 복리후생은 조직몰입에 유의한 영향을 미치는 것으로 나타났다. 셋째, 직무스트레스요인인 소진이 기대충족, 상사의 지원과 조직몰입 간에 부분적인 매개 역할을 하는 것으로 나타났다. 따라서 노인요양보호시설의 경우 일반 서비스업종과는 달리 임금보상이나 복리후생 경영전략보다는 온화한 상사의 지원이나 기대충족이 요양보호사의 조직 몰입도를 향상시킬 수 있다는 시사점을 주고 있다.
Most firms and companies focused on providing services are currently implementing internal marketing as one of their central management strategies. Elderly care facilities, however, are different from these other companies which provide services. One of the main reasons for this is that these elderly care facilities are usually operated based on national long-term care insurance. Therefore, those in charge of these facilities, in a large number of cases, have yet to become aware of the importance of internal marketing. For this and various other similar reasons, most existing research has been carried out based on the point of view of care workers, and research done specifically concerning marketing strategies is only rarely found. Hence, the aims of this research are three-fold: firstly, to introduce the concept of internal marketing into elderly care facilities; secondly, to determine several of the most important factors that influence and affect organizational commitment levels of care workers (or, in other words, the internal customers); and finally, to make use of the information gained from this research so as to create updated and improved management strategies for elderly care workers or elderly care facilities to use in the future. Several internal marketing factors were used for the purposes of this study. They included compensation fairness, meeting of working expectations, support for management personnel and better welfare benefits. The extent to which these factors had affected job stress and the organizational commitment level of workers was then observed. Several results then followed from this observation, as follows: firstly, the study showed that compensation fairness, which was one of the internal marketing factors, was determined not to have any great meaningful influence on job stress or on the organizational commitment levels of workers. Secondly, a negative correlation was observed between job stress and successful meeting of workers’ expectations; a similar negative correlation was noted between job stress and adequate support for management personnel. Thirdly, exhaustion, a factor which contributes strongly to job stress, was discovered in this study to be related to the meeting of workers’ expectations, the support of management personnel and the organizational commitment levels of workers. Additionally, conflicts arising within customer relationships were found to be related to both the meeting of workers’ expectations and, as well, to their organizational commitment levels. Therefore, the results of this study imply that unlike other service industries, compensation in terms of wages and welfare benefit programs does not have a significant effect on the organizational commitment levels of care workers. In fact, the results of the research showed that in elderly care facilities, fair compensation or benefit packages for care workers did not result in reduced job stress or increased organizational commitment. Instead, warm and gentle support from management personnel and the meeting of expectations of care workers can increase their organizational commitment level for workers in elderly care facilities. Namely, the thoughtfulness and expectations of considerate superiors was found to result in decreased job stress and the ability to commit to the organization.
The academic value and contribution of this study are the determination through statistical analysis that unlike regular for-profit businesses, salary and compensation couldn’t satisfy care workers at elderly care facilities, and it can be said that more than anything, a management strategy suggested to elderly care facility operators should be a policy that allows for feelings of warmth and closeness.
