Internal marketing, public service motivation, persistence and employee performance

Purpose: To examine the effects of internal marketing on public service motivation, employee persistence and performance. Originality: To our knowledge no research has previously been published linking public service motivation to any of the dependent or independent variables or linking persistence to internal marketing. Furthermore this research will examine, for the first time, the effects of internal marketing on context-specific performance measures. Key literature/theoretical perspective: A conceptual model has been developed based on past research in the internal marketing, public service motivation, persistence, employee performance and employee voice literature. Design/methodology/approach: A series of interviews to collect qualitative data followed by an online survey to collect quantitative data for a type of SEM called PLS (Partial Least Squares) analysis. Findings: Data has yet to be collected. Research limitations/implications: The research is limited to six measures of employee performance. Additionally, participation is limited to academic staff at Australian universities; as such the applicability of the results may be limited for other public sector institutions, not for profit organisations and organisations in the private sector. Practical and social implications: Practical implications may include improved internal communications, employee motivation and performance. Results may also affect policy making and decisions regarding remuneration.