دانلود رایگان مقاله انگلیسی سیاست های مدیریت منابع انسانی در سازمان بازاریابی: استراتژی بازاریابی و تجاری - الزویر 2018

ABSTRACT

Characteristics of the marketing organization and their relationship with strategy implementation have been the focus of considerable research over the past three decades. These characteristics include the marketing organization's structure, culture, processes, influence and leadership, among others. However, little attention has been paid to human resource management policies for marketing personnel. These policies, when properly implemented, are among the strongest motivators for appropriate individual and organizational behavior. We demonstrate in this study that the application of HR policies for mid-level marketing managers (i.e., selection, training, appraisal, and compensation) vary significantly both between firms pursuing alternative business strategies (i.e., Prospectors, Analyzers, Low Cost Defenders and Differentiated Defenders) and within each of those business strategy types by the type of marketing strategy adopted (i.e., Aggressive Marketers, Mass Marketers, Marketing Minimizers, Value Marketers). Firms whose business and marketing strategies align (Fit) demonstrated significantly stronger overall firm performance scores than those whose business and marketing strategies do not align (Misfit).

5. Suggestions for future research and conclusions

Our study is one of the few (e.g., Olson, 1994; Olson et al., 1995; Olson, Walker Jr., Ruekert, & Bonner, 2001; Walker Jr. & Ruekert, 1987) that looks at how marketing interacts with other functional departments. Building upon this work, we believe additional insights for marketing managers and academics alike could be had by examining the policies included in this study in an examination of HR policies for sales managers and personnel. We note that Merit and Job-Based compensation scores did not tend to off-set one another. In other words, when high scores for one or the other of these measures appeared within fit companies pursuing a specific strategy (e.g., Low Cost Defender) we anticipated that the other measure would be low. But such was not always the case. We wonder if, for example, within Low Cost Defender firms that marketing personnel might be chiefly evaluated on tenure (i.e., Job-Based) where sales persons might be chiefly evaluated and compensated on sales (i.e., Merit-Based).

Despite these limitations, we believe our findings are in line with those of other researchers who have examined the relationship between Human Resource policies and business strategy (e.g., Balkin & GomezMejia, 1990; Snell & Dean Jr., 1992; Wright et al., 1994, 2001) and those who have examined marketing's role in the implementation of business strategies (e.g., Conant et al., 1990; Matsuno & Mentzer, 2000; McDaniel & Kolari, 1987; McKee et al., 1989; Olson et al., 2005; Slater et al., 2007; Slater & Narver, 1993; Slater & Olson, 2000, 2001, 2002; Varadarajan & Clark, 1994; Vorhies & Morgan, 2003, 2005; Walker Jr. & Ruekert, 1987). Thus, we are comfortable recommending that marketing and HR managers incorporate our findings into the processes they use to select, train, assess, and compensate marketing personnel.