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INTERNAL MARKETING, JOB SATISFACTION, AND

ORGANIZATIONAL COMMITMENT: A CASE STUDY OF
TAIWAN INDIGENOUS TELEVISION

Kai-Ting Lee
Doctoral Student, Shih Hsin University Ph.D. Program in Communication Studies,
Taipei City, Taiwan (R.O.C.)
Indigenous Student Affairs Counselor, National Taiwan Normal University,
Taipei, Taiwan

Abstract

More and more scholars, experts, and industry professionals are realizing that for all en-
terprises, the most important resource is their well-trained and service-oriented employ-
ees. Therefore, treating employees as customers and aiming to satisfy their needs, thereby
creating a team consensus and invigorated morale can effectively improve employees’
productivity and an enterprise’s overall performance. This study adopted a qualitative
research method and collected data mainly through in-depth interviews. The interviewees
were seven professionals in the news department of TITV.
The study reached three conclusions from the interview data:
1. The interviewed employees’ satisfaction toward the company’s internal
marketing was generally “average.”
2. The interviewed employees’ job satisfaction was generally “unsatisfied.”
3. The interviewed employees’ satisfaction with organizational commitment
was generally “satisfied.”
According to these conclusions, the researcher proposed some suggestions for the man-
agement of TITV and for reference in future studies:
1. Reinforce vertical and transverse channels for two-way communication and value
external information exchange and sharing.
2. Establish a complete and rationalized promotion and salary structure system, and
provide channels for in-service training and vocational training for employees.
3. Improve the ability and quality of the leading management, and delegate respon-
sibilities when appropriate.

Key words: internal marketing, job satisfaction, organizational commitment, Taiwan in-
digenous television, qualitative research, loyalty-based, employees.

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Introduction
Marketing management is a crucial
part of business management and has
long been a matter of concern for com-
panies. In recent years, numerous com-
panies have explored the use on internal
employees of marketing approaches tra-
ditionally employed with external cus-
tomers. Gronroos (1981) defined internal
marketing as “regarding employees as
customers,” the purpose of which is to
encourage employees and establish the
concept of serving customers. From the
perspective of the broadcasting industry,
the vast majority of the audience are the
ultimate customers who are served
through the various broadcasting media
(such as television, radio, and the inter-
net).
How companies should motivate
their employees, discover the needs of
their audience, and provide the informa-
tion required by their audience to obtain
mutual benefits for the company itself,
its employees, and its consumers is a
matter of debate. Internal marketing
holds that companies should value em-
ployees and regard them as internal cus-
tomers; marketing operations long used
on external customers should thus be
applied to internal employees. Attention
should be paid to employee satisfaction
(ES) and well-designed “internal prod-
ucts” marketed to employees, with the
corporate goal of achieving customer
satisfaction (CS) through ES (Xiao,
1997). Job satisfaction is an emotional
state, the essence of which is attitude,
and an employee’s attitude affects his or
her behavior, which in turn affects the
performance of the organization. When
employees are unsatisfied with their
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work, they respond through loyalty,
voicing their concerns, exiting the com-
pany, and neglecting their duties; among
these responses, exiting and neglecting
are detrimental to the organization (Yeh,
2003). Mowday, Porter, and Steers
(1982) reported that organizational
commitment represents the loyalty and
contribution of individuals to their or-
ganization and affects the relative
strength of an individual’s input to their
organization; it also represents the atti-
tude or inclination of an individual and
their linkage to their organization.
This study used as its research par-
ticipant employees who joined the news
department of Taiwan Indigenous Tele-
vision (TITV) after 2007. TITV, abbre-
viated to “Yuan Shi” and often verbally
called “Yuan Shi Tai,” is the first and
only 24-hour television channel aimed at
the indigenous people of the Republic of
China (ROC). It is also the seventh big-
gest cable television station, and subti-
tles are provided in Mandarin Chinese.
The television station is currently broad-
cast from the China Television Building;
it broke away from the Taiwan Broad-
casting System in 2014 and is now
owned by the Indigenous Peoples Cul-
tural Foundation. The television channel
officially began broadcasting in high
definition on August 1, 2016. In January
2014, TITV changed to 24-hour broad-
casting.
This study aimed to discover how
satisfied the employees of the TITV
news department were with their current
work environment, what leadership
qualities they thought their supervisor
should have, and how their supervisor
actually performed. The present evalua-
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tion of the leadership abilities of super-
visors and job satisfaction of employees
not only has academic research value but
also will help leaders understand their
performance, enabling them to make im-
provements. This study also aimed to
improve the satisfaction of news de-
partment employees regarding their
work environment. Only when leaders
strive for improvement, improve con-
tinually, understand their employees, and
provide timely motivation, care, or
learning opportunities to employees can
work performance be enhanced, which
in turn improves the overall performance
of the organization.
Literature Review
Internal Marketing
Significance of Internal Marketing.
Recognizing the importance of em-
ployees is called internal marketing. The
concept includes work design, organiza-
tional culture, and organizational vision,
all of which are well-designed “internal
products” that are marketed to “internal
customers” with the expectation of
achieving CS through ES. Therefore,
successful internal marketing creates
successful external marketing and inter-
active marketing.
Meaning of Internal Marketing.
The author considered the various
existing definitions of internal marketing
and extended the concept to a nonservice
industry and overall organizational ap-
plication, defining internal marketing as
an organization’s commitment to adopt-
ing an “approximate marketing” ap-
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proach. Through the process of cultivat-
ing customer orientation and service
awareness in employees, organizations
motivate and integrate cross-functional
department cooperation to overcome or-
ganizational resistance generated by or-
ganizational change; they establish or-
ganizational culture, core competencies,
and shared vision to enable employees to
implement organizational and depart-
mental strategies, ultimately achieving
CS and organizational objectives.
Connotations of Internal Marketing.
(1) The most fundamental motiva-
tion is valuing employees
Scholars, experts, and indus-
try professionals have begun to
realize that the most vital corpo-
rate resource is well-trained and
service-oriented employees.
(2) Regarding employees as internal
customers
Consensus should be
achieved in an organization, mo-
rale should be boosted, and em-
ployees should be encouraged to
work hard to provide better ser-
vices to customers.
(3) Using marketing perspectives to
manage the human resources of
an organization
Only by using the marketing
perspective to manage the human
resources of an organization can
the organization improve the
working abilities of its employ-
ees, which in turn improve the
overall performance of the or-
ganization.
(4) From ES to CS
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Internal marketing enables
employees to obtain job satisfac-
tion through various efforts and
to provide perfect services to
customers, which ensures high
CS.
(5) Full service
Internal consensus should
be established for full service
through the efforts of internal
marketing, so that all employees
become service staff that serve
customers.
(6) Employees as part-time market-
ers
Regardless of whether they
work in the marketing depart-
ment, all employees are required
to undertake some marketing
tasks.
(7) The importance of top manage-
ment
Participation by a supervisor
in internal marketing helps im-
plement internal marketing.
(8) Decentralization of power to em-
ployees
When solving customer requests or
problems, with sufficient authorization,
employees can make adjustments and
flexibly handle the situation.
Practices of Internal Marketing.
Joseph (1996) proposed an inter-
nal marketing approach for establishing
high ES:
(1) Listen to internal employees: su-
pervisors should regularly make
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time to understand employee mo-
rale, satisfaction, and general at-
titude toward the organization
and their work.
(2) Participate, authorize, and en-
franchise: when a suggestion
made by an employee is adopted,
the employee should be rewarded
and given the authority to make
independent decisions.
(3) The top management should pe-
riodically perform the work of
first-line employees.
(4) Cultivate team spirit: the elimina-
tion of hierarchical symbols can
enhance team spirit among the
top management and their incli-
nation to participate.
(5) Formal and informal communi-
cation: advanced new media (e.g.,
email and mobile phone) can be
used.
(6) Financial compensation: a favor-
able financial compensation plan
should be provided, for example,
profit sharing and an employee
stock option plan.
(7) Expand and open career paths:
employees should be given ca-
reer planning and future devel-
opment counselling.
(8) Support the lifestyle of employ-
ees: employee programs should
be supported, and the cost and
benefits of these programs evalu-
ated.
Work Satisfaction
Significance of Work Satisfaction.
Seashore and Taber (1975) summa-
rized the importance of job satisfaction
as follows:
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(1) It is representative of any valued
product of society.
(2) It can be regarded as an early
warning indicator in an organiza-
tion.
(3) It is a significant variable in or-
ganizational and management
theories.
Definition of Work Satisfaction.
This study defined job satisfaction
as employees’ feelings, perceptions, and
emotional responses to their work (Lai,
2007). When the difference between the
expected and actual remuneration is
small, the employee is more satisfied;
when the actual remuneration is consid-
erably smaller than the expected remu-
neration, the employee is unsatisfied
(Chu, 2006).
Organizational Commitment
Definition of Organizational Commit-
ment.
This study employed the perspec-
tive proposed by Porter, Steers, Mowday,
and Boulian (1974), defining organiza-
tional commitment as the relative
strength of an individual’s identification
with and involvement in a particular or-
ganization. It is characterized by a strong
belief in and acceptance of the organiza-
tion’s objectives and values, a willing-
ness to exert considerable effort for the
organization, and a strong desire to
maintain membership of the organization
(Chu, 2006).
Types of Organizational Commitment.
For the division of variable, this
study used the method of Porter et al.
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(1974) in which organizational commit-
ment is categorized into three dimen-
sions: value commitment, commitment
to the work, and commitment to remain-
ing.
Research Design and Implementation
Research Framework
The purpose of this study was to
discover the effect of internal marketing
on the relationship between job satisfac-
tion and organizational commitment
within employees of the TITV news de-
partment. A qualitative research method
was employed, with in-depth interviews
with voice recording used to collect data
(Figure 1).
Research Methods
Qualitative Research Method.
The study used the qualitative re-
search method to enter the worlds of the
research participants in the hope of gain-
ing a deeper and unique perspective, ob-
taining rich and detailed data, and en-
hancing the understanding of the re-
search topic.
In-depth Interviews.
To ensure that the interviews pro-
ceeded smoothly and taking into consid-
eration the flexibility of free expression
of the interviewees, a semistructured ap-
proach was used in the in-depth inter-
views. The researcher designed an inter-
view outline on issues related to internal
marketing, job satisfaction, and organ-
izational commitment by reviewing the
literature and research questions. The
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Figure 1. Research Framework

order, wording, and details of the ques-
tions depended on the situation. Before a
formal interview, the researcher read out
the participant consent form to inform
the interviewee of the study procedures
and their rights and ensure the inter-
viewee felt respected, which lowered the
guard of the interviewee. Then, the in-
terview was conducted according to the
interview outline. Each interview was
voice-recorded as well as written notes
being taken; the recordings enabled the
researcher to review the interview tech-
nique and revise the interview outline
after each interview.
Research Participants
The study selected seven employees
of the TITV news department to be the
research participants. The basis on which
these seven interviewees were chosen
was, in order, their length of service and
duties; their understanding of their work
and the company; and their sex, age,
marital status, and education level. For
easy reading and coding, the interview
date was employed for coding. For ex-
ample, the formal interview of the first
interviewee was conducted on March 3,
2019, written in the date format of the
ROC as 108-03-03; thus, “080303” was
used as the code. The basic information
of the interviewees is displayed in Table
1.
Data Processing and Analysis
Data Compilation.
The interview data verified by in-
terviewees were organized and inter-
preted on the basis of the research pur-
pose. The researcher then analyzed the
background of the interviewees and their
understanding of the interview questions.
Finally, the content of the interviews was
subject to individual concept classifica-
tion.
Data Coding.
The opinions of the interviewees
were assigned a category and code. The
first column in the data coding was cate-

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gory, which was the interview content Internal Marketing

category. The second column was the
serial code of the opinion. The third col- Education and Training.
umn was the specific content of the
opinion.
(1) Messages on company
education and training
Data Analysis.
Three of the internal em-
The opinions of each interviewee in ployees interviewed stated that
each category were integrated to create a they were clear about the com-
data matrix for induction (Huang, 2000). pany’s position on education
The X-axis variable in the matrix was and training. However, most of
the interview category, of which there the field workers interviewed
were six: the first part contained four were unclear about it and
categories related to internal marketing, thought they could not partici-
which were education and training, man- pate.
agement support, internal communica- I’m clear about
tion, and human resource management; it; I’ve re-
the second part was job satisfaction; and ceived the mes-
the third was organizational commitment. sages, because
The Y-axis variable was the opinion of I receive mail.
each interviewee. In fact, I see it
when I check
Induction and Interpretation. my inbox.
(0803111-1-1)
Using logic and editing analysis,
the opinions of the interviewees were How can that
rearranged and summarized to obtain be? We have to
and the research findings, which were check our own
combined with the literature for explana- mail, and
tion. Finally, the research questions of sometimes you
this study were answered find out only
when someone
Results informs you.
(0803221-1-1)
The following content has been di-
vided into four sections for compilation (2) The company believes
and analysis: that on internal marketing that education and training can
(education and training, management help employees understand
support, internal communication, and problems with their business
human resource management), job satis- needs
faction, organizational commitment, and
correlations between variables.

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Table 1. Basic Information of Interviewees

Research Interview Interview Job Sex Age Marital Length Education level
participant date time status of service
(ls)
080303 March 3, 11:00 Reporter Female ≤25 Single 2 < ls < 3 Bachelor’s degree
2019 years years
080304 March 4, 14:45 Assistant editor Female ≤25 Single 1 < ls < 2 Bachelor’s degree
2019 years years
080311 March 11, 15:30 Associate re- Female 31–39 Married 4 years Bachelor’s degree
2019 searcher years and
longer
080313 March 13, 16:35 Producer Female 40–49 Single 4 years Bachelor’s degree
2019 years and
longer
080314 March 14, 15:35 Photojournalist Male 31–39 Single 3 < ls < 4 Bachelor’s degree
2019 years years
080322 March 22, 12:35 Deputy head of Male 31–39 Married 4 years Bachelor’s degree
2019 photography team years and
longer
080412 April 12, 16:30 Photojournalist Male 31–39 Single 2 < ls < 3 Vocational high
2019 years years school diploma or
lower education at-
tainment

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Two of the interviewees said that work can be

the company believed in them, five in- solved, giv-
terviewees stated that the education and ing us
training provided by the company were greater job
insufficient and noncomprehensive, be- satisfaction.
cause they do not meet the employees’ (0803041-
needs. 1-2)
(3) Regarding the educa-
I think the tion and training provided by
company be- the company
lieves it, be-
cause they Three of the interviewees
don’t know wished that the company educa-
what the tion and training could be held
situation is on weekends and combined with
like down a reward scheme that would en-
there, so they courage employees to partici-
choose to be- pate. Additionally, four inter-
lieve. viewees wanted the company to
(0804121-1- systematize and diversify the
2) employee curriculum and make
appropriate plans. This would
I think em- meet the needs of employees to
ployees achieve the function of educa-
should be tion and training.
the ones to
tell their su- Because of the
pervisor nature of our
what func- job, we want
tional education and
courses they training to be
need, so that held after
the supervi- work and to
sor can hold be mandatory
educational but with en-
training couragement.
courses that (0803141-1-
meet em- 3)
ployee re- Some of the
quirements. courses don’t
In this way, meet every-
the prob- one’s needs;
lems that we for instance,
encounter at the job re-
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quirements skills, but

for editing, courses
execution, and should be bal-
accounting anced between
are different. practice and
So the com- theory. The
pany should courses of-
categorize dif- fered by the
ferent em- company offer
ployee needs us little op-
and arrange portunity to
their courses use our skills
accordingly. because they
(0803041-1- are too shal-
3) low and su-
(4) Company-provided edu- perficial; they
cation and training courses give need to be
employees an opportunity to use more compre-
their skills hensive.
(0803031-1-
Two interviewees believed 4)
that the company-provided edu-
cation and training gave them an There are op-
opportunity to use their skills portunities to
given the education and training use my skills,
being effective. However, four given that the
interviewees stated that the edu- education and
cation and training provided by training are
the company was too shallow effective.
and superficial and required im- (0803131-1-
provement in comparison with 4)
the education and training
courses offered by others. In summary, on the basis of the four
Therefore, opportunities to use subtopics of the interviews, this study
their skills were relatively few. defined internal marketing as a company
regarding its employees as internal cus-
The opportu- tomers and, through various strategies
nities to use such as education and training, deliver-
my skills are ing “internal products” such as company
limited. Theo- vision, the management theory of the
retical courses company, and company organizational
enable media culture to its internal members, cultivat-
professionals ing professionalism and service aware-
to use their ness in the members as well as enhanc-
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ing their organizational commitment. (2) Provision of problem-

Doing so results in employees being solving guidance by supervisors
willing to work together to support the
Six interviewees reported
company mission.
that if they proactively brought
up a problem, their supervisor
Management Support.
would always provide guidance
into how to solve the problem.
(1) Nature of employee–
Only one interviewee felt that
supervisor interaction
their supervisor did not provide
Seven interviewees stated such guidance.
that they got along well with
The supervi-
their supervisor and communi-
sors usually
cation was relatively free from
help us when
hindrance.
we ask for
I get along help on a
quite well problem.
with my su- They are al-
pervisors be- ways happy to
cause they are help us or
willing to lis- teach us what
ten to my to do.
ideas but also (0803041-2-
correct my 2)
wrong ideas;
He can’t help
after all, they
solve my
have more ex-
problem be-
perience, and
cause I don’t
their knowl-
think he can
edge is greater.
solve the
The supervi-
problem.
sors commu-
(0803111-2-
nicate their
2)
ideas to us
and don’t (3) Method of communica-
overrule our tion adopted by supervisors
ideas during Five interviewees stated
the communi- that their supervisor communi-
cation process; cated in an open and calm man-
in the end, we ner. However, two interviewees
reach a con- reported that the communication
sensus. method of their supervisor was
(0803031-2- relatively negative.
1)
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Most of our risk. However, two interviewees

current su- disagreed with this:
pervisors are
Usually, the
relatively
supervisors
open; they
tell us to do a
first listen to
project only if
our opinion
it is certain to
and then
succeed. If the
combine it
project might
with their
fail, the su-
original idea;
pervisors are
ideas are im-
unlikely to
plemented
promote it.
only after
(0803031-2-
reaching a
4)
consensus.
(0803041-2- Not necessar-
3) ily.
(0803131-2-
My personal-
4)
ity is not good,
so my super- In summary, all the interviewees
visor didn’t wished that their supervisors would un-
respond when derstand their work-related problems.
I sent a mes- They considered a good supervisor to be
sage about a one who spends time attempting to un-
problem. I derstand the bottlenecks encountered by
think the team members and solve all problems to
communica- facilitate achievement of company goals.
tion between
me and my Internal Communication.
supervisor is
very negative. (1) Understanding the poli-
(0803111-2- cies and objectives of the com-
3) pany
(4) Supervisors implement
Five interviewees stated
projects only that are guaranteed
that they were grassroots em-
to succeed
ployees, who were prevented
According to five inter- from understanding company
viewees, the supervisors are policy by supervisors. They also
only willing to work on projects indicated that the company pol-
that they are certain will suc- icy and objectives were too ab-
ceed because they are averse to stract and unrealistic; therefore,

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they did not understand the had to habitually check their e-

company’s policy and objec- mail. Additionally, two inter-
tives. Two of the interviewees viewees were often given short
were junior supervisors, so they notice of the temporary addition
did understand the company’s of new executors, and some su-
policy and objectives. pervisors kept information to
themselves; thus, the employees
I don’t under-
had no idea of the plan that their
stand the pol-
supervisors expected them to
icy and objec-
execute.
tives of the
company. For We did, be-
example, to be cause we usu-
in line with in- ally have a
ternational meeting be-
standards, fore executing
what standard the plan, and
should be the supervi-
used? For ex- sors want eve-
ample, in pol- ryone to know
icy and objec- how the plans
tives, how do and objectives
you connect will be exe-
and befriend cuted.
with the tribe? (0803041-3-
I think the 2)
policy and ob-
We have a
jectives of the
group of col-
company are
leagues work-
extremely un-
ing on the
realistic.
same objective.
(0803111-3-
We know very
1)
little about the
Yes, I under- objectives and
stand. work. I’m re-
(0803131-3- sponsible for
1) the digital li-
(2) Regular communication brary work.
of relevant plans and informa- I’m often in-
tion in the department formed of
meetings at
Five interviewees regularly very short no-
received relevant plans and in- tice and only
formation from the company but participate in
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part of the entire meeting

meetings, not is recorded.
the entire Also, anyone
work plan. I can speak at
feel like I’m at any time dur-
a disadvan- ing the meet-
tage and ing. For ethnic
treated un- language news,
fairly. Be- for example,
cause I’m a each expert
work executor, expresses
supervisors their opinion,
don’t share and the su-
important in- pervisors
formation combine the
with me after opinions of
meetings. The each expert. I
supervisors think it’s not
hold back a bad, and
lot of informa- there’s cur-
tion; I receive rently no bias.
very little in- (0803041-3-
formation. 3)
(0803111-3-
If it’s a team
2)
meeting, it’s
(3) Procedure in company quite normal
meetings for everyone
According to five inter- to say what
viewees, the results of the pro- they want, but
cedure of company meetings I don’t know
were acceptable. Two inter- what it’s like
viewees mentioned that they had in higher-level
relatively little communication meetings!
with their supervisors. (0804121-3-
3)
I think the
(4) Formulation of the com-
company
pany’s standard operating pro-
meeting pro-
cedure (SOP) and description of
cedure isn’t
the operation guide
bad, because
meetings are Four interviewees knew
always being only the SOP for their work and
held, and the did not know the SOPs for the

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work of others. One interviewee

stated that the company does not Human Resource Management.
have an SOP, because the su-
pervisors have the final say.
(1) Salary system of the
On our pho- company
tography team, According to the seven interview-
the SOP for ees, the salary system of the company is
material col- relatively unfair and objectionable. The
lecting, edit- company has numerous dispatch workers.
ing, and in- No standard policy is stimulated on sal-
terviews is ary increments and promotion. A large
quite clear. I internal salary gap exists, and employees
don’t know receive low pay compared with their
the procedure peers. Some workers even mentioned
for balanced that the company is people oriented; it is
communica- extremely subjective and unfair.
tion between
teams. The salary
(0803221-3- system of the
4) company is
not very
Does such a transparent,
thing exist? I so I think that
have no idea. salary can’t
(0804121-3- be used to en-
4) courage em-
ployees to
In summary, regarding the internal
work hard. If
communication interview results, the
the salary sys-
seven interviewees clearly did not feel
tem had a ba-
that their supervisors communicated
sis, I think the
with them in the manner described by
employees
Chang (2003b). In other words, organi-
would work
zations that regard employees as internal
harder.
customers, use marketing concepts and
(0803131-4-
through internal communication meth-
1)
ods, and create an efficient internal envi-
ronment as well as various levels in the The pay is ex-
organization to enable employees in the tremely low,
organization to clearly understand the and the com-
mission and objectives of the organiza- pany simply
tion do not necessarily instill customer can’t afford
orientation and service awareness in em- professional
ployees. talent when
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offering this (0804121-4-

pay. The sal- 2)
ary system is
I’ve encoun-
not robust;
tered only one
the pay gap is
complaint,
too large. The
which was an
most serious
external com-
problem is the
plaint against
widespread
the news de-
pay discrimi-
partment.
nation.
There was an
(0804121-4-
error in a
1)
news headline;
(2) The addressing of internal the headline
and external complaints should have
According to three interviewees, read “Bunun
the company is not active enough in ad- tribe” but was
dressing complaints. Some supervisors wrongly writ-
would pass them off to frontline report- ten as some
ers and not take responsibility. Addition- other tribe.
ally, three interviewees believed that the The manager
company addresses complaints in accor- or assistant
dance with Public Television Service manager im-
regulations, so the addressed part is ac- mediately held
ceptable. a meeting
with us, the
The company editing team,
doesn’t ad- to discuss how
dress internal the matter
and external could be ad-
complaints; dressed exter-
the reporters nally. In the
handle them. end, the time
The supervi- taken to ad-
sors usually dress the mat-
don’t bother ter was less
with these than one
complaints; month. I think
one has to be this was quite
responsible efficient.
for what one (0803041-4-
has done. 2)
(3) Management of company
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attendance manager.
According to four interviewees, at- (0803111-4-
tendance is not managed well by super- 3)
visors, who are not clear and decisive
enough. Two other interviewees stated (4) Basis on which the com-
that employee attendance is flexibly pany rewards an employee
managed according to work and is de-
Four interviewees stated that re-
pendent on the judgment of the em-
wards are given depending on the pref-
ployee’s first manager.
erences and feelings of supervisors. No
The atten- distinction is made between reward and
dance man- punishment, the surface appearance of
agement needs behaviors is most valued, and employees
to be im- are rewarded only in accordance with
proved, be- their length of service. Additionally, two
cause the at- interviewees stated that basing rewards
tendance of on whether an employee earns any
some col- award makes employees feel that the
leagues has company is stingy. The salary system is
been prob- insufficiently clear, and the company
lematic and does not use a rewards approach that en-
has continued. courages employees to work hard; there-
The important fore, employees are often lazy.
issue of a pen-
The company
alty has not
rewards em-
been com-
ployees on the
pletely solved.
basis of rela-
(0803031-4-
tionships. This
3)
cannot be
Flexibly man- considered a
aging the at- reward system
tendance because
situation of there’s no
the company clear distinc-
according to tion between
the flexible reward and
work situation punishment.
of each em- (0803111-4-
ployee is de- 4)
pendent on
Employees are
the judgment
rewarded on
of the em-
the basis of
ployee’s first
awards. This
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makes me company does not give employees the

think the opportunity to learn about interdiscipli-
company is nary professions. Others stated that the
stingy. Also, supervisors do not put employee talent to
the salary sys- good use; additionally, the company
tem is unclear, does not give employees career planning
and the pay is advice and systematic professional train-
low. The com- ing.
pany doesn’t
I have been
use rewards to
like this for
encourage
many years;
employees to
there’s no op-
have a sense
portunity for
of belonging
me to use my
to the com-
skills because
pany, so
the company
there’s no
doesn’t give
positive im-
us the oppor-
pression
tunity to learn
added for the
about differ-
company.
ent depart-
(0803131-4-
ments such as
4)
program host-
ing and post-
In summary, strong correlation ex-
production in
ists between internal marketing and hu-
the news de-
man resource management. For instance,
partment.
flexible working hours, that is, redesign-
Therefore,
ing the work focusing on the differences
there’s limited
between individual employees; this con-
opportunity
curs in the perspective of market seg-
for us to use
mentation. This result is the same as that
our skills. I’m
of Collins and Payne (1991), who re-
from the in-
ported that “internal marketing and hu-
terview team,
man resource management are corre-
so I can only
lated.”
work on tasks
relevant to the
Job Satisfaction
interview
team. I can’t
Opportunities to Use Skills.
work in an-
choring or
Five interviewees stated that they
hosting.
are not given an opportunity to use their
(0803032-1)
skills. Some employees believed that the
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long as an
Stability of the Company. employee is an
atypical
Four interviewees believed that the worker, his
company is not sufficiently stable, be- position is ex-
cause the internal system remains insuf- tremely un-
ficiently robust and is not perfect. There stable, and he
are too many dispatch workers, so the is afraid of
interviewees held a negative attitude re- becoming un-
garding the stability of the company. employed at
Additionally, two interviewees believed any time.
that the company is actually positioned Moreover, he
between stable and unstable, because for doesn’t have a
the temporary workers, the company is stable promo-
stable, but for dispatch workers, the tion pathway.
company is unstable. (0803112-2)
The company
is not stable Working Conditions.
enough; this
affects the
mood of the Five interviewees found the work
workers be- conditions (such as leave, benefits, com-
cause of the pany trips, and performance bonuses)
large uncer- offered by the company to be acceptable.
tainty. There- Among them, one was a dispatch worker;
fore, we can’t although he mentioned that there are no
make proper benefits, he holds a positive attitude re-
long-term garding leave. Another interviewee
plans, because stated that the company working condi-
we worry that tions are acceptable but wished there
the plan may were company trips. Two interviewees
last only half believed that the benefits offered to dis-
a year or a patch workers are relatively poor, and
few months. the performance bonus is basically un-
In fact, this used; there is no healthy competition.
affects the op- I am a dis-
eration of the patch worker,
entire com- so I’m not en-
pany. titled to those
(0803132-2) benefits. But
I think my job in terms of
is stable, but I leave, because
believe that as the current
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labor law cided according to length of service, and

stipulates the due workload should be completed.
eight hours of However, other interviewees believed
work, when that compared with that of their peers,
my hours ex- the gap between their salary and work-
ceed eight load was large, and salary should be de-
hours, I get cided according to professional level
compensatory rather than workload.
leave, which is
Because we
okay for me.
work in the
At least my field, emer-
overtime can
gencies are
be used to common and
claim leave.
unpredictable,
(0803032-3)
such as ty-
Except for phoons. We
leave, I have are considered
no benefits, the frontline
and this is un- staff, so we of-
fair. I think ten encounter
the company distress and
divides em- are often un-
ployees into der stress.
aristocrats Therefore,
and peasants. our salary and
(0804122-3) workload are
not balanced;
Salary and Workload. our work-
related stress
The seven interviewees had differ- is also too
ent perspectives on salary and workload. great for our
Some of the interviewees were field salary.
workers, often traveling, covering natu- (0803032-4)
ral disasters, and working under risky
I can’t choose
conditions. In reality, their work and sal-
my own salary,
ary could not be equated. Some of the
but I can ad-
interviewees occasionally did the work
just my work-
of two people. Others could apportion
load, so I try
their workload with others, so they did
to keep my
not have a problem with the salary. Ad-
workload in
ditionally, the interviewees mentioned
line with my
that workload depended on work role;
salary.
some stated that salary should be de-
(0803112-4)
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rectly concern
The job satisfaction of the inter- me, I don’t
viewees was evidently the same as in bother to find
Chen (2003) who investigated procure- out why.
ment staff. The results corresponded (0803033-1)
with those by Chen (2003) by showing
We suppos-
substantial difference among age, job
edly follow the
title, and official rank with regard to job
regulations of
satisfaction.
public televi-
sion and the
Organizational Commitment
rewards and
punishments
Company Management Rules, Regula-
standard, but
tions, Rewards, and Punishments.
the company
applies these
Five interviewees said that the
subjectively.
company management rules and regula-
The company
tions and standard for rewards and pun-
should have
ishments were unclear. Some interview-
management
ees stated that employees took initiative
regulations
and cared about their work only if it was
and a rewards
in their own interests. Some felt that the
and punish-
company should take the initiative to
ments system
inform employees of the standard. Oth-
that is appro-
ers stated that the company failed to in-
priate for the
form employees of important informa-
company, in-
tion, causing employees to be unclear
stead of being
about the rules. Some even believed that
dependent on
the company made decisions according
the mood of
to simply the opinion of the supervisor.
the supervisor.
However, there were two interviewees
(0803113-1)
who were clear about the company man-
agement rules and regulation and stan-
Willingness to Spend Extra Effort and
dard for rewards and punishment, but the
Time to Achieve Company Work Objec-
application of these was dependent on
tives.
the mood of the supervisor.
It’s not very Five interviewees were willing to
clear; if it’s in spend extra time and effort to obtain
my interest, work outcomes. Some believed that it
then I care was an opportunity for them to learn the
and find out. merits of others; others stated that it
But if it gave them an opportunity to use their
doesn’t di- skills. Additionally, two interviewees
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stated that they were unwilling to spend you can’t ex-

extra time and effort because the com- pect a horse to
pany objectives were unrealistic; the pay perform well
was also too low and did not match the without feed-
amount of work. ing it.
(0804123-2)
Usually, we
spend extra
time, because Company Environment and
the usual in- Policy Conditions.
terview time is
too long.
Sometimes we Seven interviewees agreed that the
do during organizational environment was sound
night shoots but that the policy conditions need to be
for news vol- clearer. The human resource aspect
ume and for should be uniform, professional, system-
the good of atic, integral, and fair.
the company. The environ-
If on a busi- ment is okay,
ness trip, ex- but the policy
tra prepara- needs to be
tion time is clearer—such
taken, such as as the benefits,
contacting the rewards and
interviewee punishments,
and preparing etc.—because
information; indigenous
this is all done people value
outside of favors, and
working this creates
hours. bias. It can’t
(0803033-2) go according
Of course we to policy, so
are unwilling the policy is
to spend the problematic.
extra time be- (0803033-3)
cause of the The company
difference be- environment
tween how is acceptable,
much we are but the policy
paid and how needs to be
much we clearer and
work done; integral, par-
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ticularly in the company

employee ca- rather than
reer planning. personal gains
(0803143-3) like a high-
level job posi-
tion or high
Proactive Care About the salary; this
Company’s Future Devel- would affect
opment. the future de-
velopment of
Seven interviewees stated that they TITV.
proactively cared about the future devel- (0803223-4)
opment of the company but wished that I care of
the policy aspect was more robust and course, be-
integral. The interviewees believed that cause it con-
the biggest problem in the company was cerns my fu-
the lack of professionalism among su- ture income. I
pervisors. The interviewees wished that think the
the supervisors would be willing to work company’s
hard for the company and put the com- biggest prob-
pany’s interests before their own. The lem is the lack
company in question, TITV, hopes to of profession-
improve the perception of mainstream alism of the
media with regard to indigenous people. supervisors.
Of course I The company
care, because doesn’t have a
it is TITV, fair and just
and I’m also promotion
an indigenous policy; it feels
person; I hope like the su-
that TITV will pervisors have
become main- an attitude of
stream so that first-mover
the main- advantage.
stream media (0804123-4).
will change In summary, the interview results
their percep- were similar to the research findings of
tion of indige- Chang (2003a, 2004), Fu (2003) and Hsu
nous people. I (2001): job satisfaction and organiza-
wish there tional commitment are positively corre-
was a supervi- lated.
sor who truly
worked for Conclusions and Recommendations
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Conclusions
Level of Satisfaction with Regard to the
Internal Marketing of the Company Is
“Ordinary”.
(1) Education and training
The interviewees reported that
the education and training
pathway is not smooth, univer-
sal, or diverse. The training
content should be divided into
different levels to meet differ-
ent needs and address differ-
ences in professional skills.
(2) Management support
The management approach of
supervisors is humane and car-
ing, and supervisors accept
suggestions that have more ad-
vantages than disadvantages.
(3) Internal communication
The company does not have
much of a problem with com-
munication at the supervisor
level. The grassroots employ-
ees want supervisors to explain
the relevant policies and objec-
tives in a timely manner and to
implement broad communica-
tion. Formal and informal
meetings can be used to
achieve these goals.
(4) Human resource management
The management of salary,
rewards, and attendance is of a
reasonable standard and is
executed in a fair, just, and
open manner.
The International Journal of Organizational Innovation
Volume 12 Number 4, April 2020
These findings reveal that for media
workers, in addition to the need to en-
hance their encouragement in material
and reward aspects, the spiritual aspect
also needs addressing.
Level of Job Satisfaction is “Unsatisfac-
tory”.
The company has no formal career
planning for employees; therefore, it
does not have a fair promotion policy.
The employees hoped the company
would arrange for systematic interdisci-
plinary professional training, which
would give employees an opportunity to
use their skills. The gap between salary
and workload is large, causing the em-
ployees to be unmotivated to dedicate
themselves to the company.
Level of Satisfaction with Regard to Or-
ganizational Commitment is “Satisfac-
tory”.
The employees were satisfied with
the company work environment, and
most of them were willing to spend extra
time to ensure their work was good for
the sake of the professional reputation of
TITV and their job stability. However,
they desired the supervisors to be more
professional so that mainstream media
would be awed by the excellent per-
formance of TITV.
Recommendations
(1) The two-way vertical and
horizontal communica-
tion within the organiza-
tion must be enhanced.
(2) An integral and reason-
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able policy for promotion visors should delegate re-

and salary structure sponsibilities appropri-
should be established. ately.
(3) On-the-job training and (7) Policies relevant to TITV
professional training should be appropriately
should be provided to implemented.
employees. (8) The objectives and vi-
(4) Emphasis should be sions of the company for
placed on the interchange each year should be
and sharing of external specified.
information.
(9) Subsequent studies are
(5) The professional skills of
recommended to add ver-
management-level super-
tical dimensions to ascer-
visors should be en-
tain the relationships
hanced.
among variables.
(6) Management-level super-

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