What is the Impact of Internal Marketing Strategies on Organizational Talent Retention? A Case Study at Jupiter Marina Hotel

Romana Fernando Acabado (), Gestoso Carlos Guillen () and Lopes Albino Anjos ()
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Romana Fernando Acabado: Management, Atlântica – Instituto Universitário, Portugal
Gestoso Carlos Guillen: Management, Atlântica – Instituto Universitário, Portugal
Lopes Albino Anjos: HR Management, Ismat, Portugal

Journal of Intercultural Management, 2025, vol. 17, issue 1, 71-108

Abstract: Objective This study investigates the influence of internal marketing strategies on organizational talent retention at Jupiter Marina Hotel (JMH), a unit within the Jupiter Hotel Group. The aim is to explore how specific internal marketing practices, such as employee satisfaction, engagement, and commitment, impact the retention of key talent. Methodology A mixed-methods approach, incorporating both quantitative and qualitative analyses, was employed. The study gathered data through a survey of JMH employees and structured interviews with management. Factor analysis and Pearson’s correlation were used to assess the relationship between internal marketing practices and talent retention. Findings The results reveal a significant positive impact of internal marketing strategies on talent retention, particularly through the dimensions of employee satisfaction, engagement, and commitment. Practices related to leadership, communication, training, and cultural initiatives were found to be critical in fostering a supportive work environment that enhances employee retention. Value Added This study contributes to the understanding of how internal marketing strategies can be leveraged to retain talent in the hospitality industry. By comparing employee and management perspectives, it provides insights into the mechanisms through which internal marketing influences organizational commitment and reduces turnover intentions. Recommendations It is recommended that JMH and similar organizations strengthen their internal marketing practices, particularly focusing on leadership development, continuous employee training, and transparent communication. Enhancing these areas will likely lead to higher levels of employee satisfaction, deeper engagement, and stronger commitment, ultimately improving talent retention rates.

Keywords: talent retention; internal marketing; internal marketing practices; engagement; fringe benefits (search for similar items in EconPapers)
JEL-codes: D21 D31 (search for similar items in EconPapers)
Date: 2025
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Persistent link: https://EconPapers.repec.org/RePEc:vrs:joinma:v:17:y:2025:i:1:p:71-108:n:1003

DOI: 10.2478/joim-2025-0003

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