Management faculty of Shahid Sattari Aeronautical University Innovation Management in Defensive Organizations 2676-7112 9 2 2026 06 22 Designing an Internal Marketing Model in the Banking Industry with an Emphasis on the Role of Human Resource Management Designing an Internal Marketing Model in the Banking Industry with an Emphasis on the Role of Human Resource Management 151 170 245759 10.22034/qjimdo.2025.548641.1767 FA Pooya Shams Moattar PhD student in Business Administration, Kish International Campus, University of Tehran, Kish, Iran Mehrdad Estiri Associate Prof., Department of Marketing and Market Development, School of Business Administration, School of Management, University of Tehran, Tehran, Iran Mohammad Haghighi Associate Professor, Department of Business Administration, Faculty of Management, University of Tehran, Tehran, Iran Journal Article 2025 09 22 Background & Purpose: In recent years, the banking industry has become more in need of new approaches to internal marketing than ever before, with the intensification of competition, technological evolution, and increasing customer expectations. Internal marketing is considered a key strategy, focusing on improving employee satisfaction, motivation, and commitment, paving the way for improving service quality and increasing customer loyalty. On the other hand, human resource management, by playing a pivotal role in attracting, training, empowering, and retaining employees, can provide the main platform for realizing internal marketing. Given this importance, the purpose of this study is to design a model for internal marketing in the banking industry with special emphasis on the role of human resource management. Methodology: The research was conducted with a qualitative approach and aimed at explaining in depth the dimensions of internal marketing in the banking industry. Data were collected through semi-structured interviews with 15 selected participants, including bank managers and employees. In order to analyze the data, a three-stage coding method including open, axial and selective coding was used to extract basic concepts, identify axial categories and finally formulate the proposed internal marketing model. Findings: The results of the study showed that internal marketing in Maskan Bank, by focusing on strengthening intra-organizational communications, improving the level of satisfaction and motivation of employees and developing a positive organizational culture, can significantly improve human resource performance and the quality of services provided. The proposed research model consists of elements such as continuous and targeted training, two-way and constructive interaction between managers and employees, and active participation of employees in decision-making processes. These components collectively provide a suitable basis for the formation of a sustainable competitive advantage in the banking industry. Conclusion: The research findings emphasize the necessity of designing and implementing an internal marketing model appropriate to the organizational conditions of Maskan Bank and the pivotal role of human resource management in this process. Such a model can lead to increased organizational productivity, improved service quality and improved customer experience. Accordingly, it is recommended that banks, using the proposed model, pay special attention to developing a customer-centric culture, empowering employees, and investing in their human capital. Background & Purpose: In recent years, the banking industry has become more in need of new approaches to internal marketing than ever before, with the intensification of competition, technological evolution, and increasing customer expectations. Internal marketing is considered a key strategy, focusing on improving employee satisfaction, motivation, and commitment, paving the way for improving service quality and increasing customer loyalty. On the other hand, human resource management, by playing a pivotal role in attracting, training, empowering, and retaining employees, can provide the main platform for realizing internal marketing. Given this importance, the purpose of this study is to design a model for internal marketing in the banking industry with special emphasis on the role of human resource management. Methodology: The research was conducted with a qualitative approach and aimed at explaining in depth the dimensions of internal marketing in the banking industry. Data were collected through semi-structured interviews with 15 selected participants, including bank managers and employees. In order to analyze the data, a three-stage coding method including open, axial and selective coding was used to extract basic concepts, identify axial categories and finally formulate the proposed internal marketing model. Findings: The results of the study showed that internal marketing in Maskan Bank, by focusing on strengthening intra-organizational communications, improving the level of satisfaction and motivation of employees and developing a positive organizational culture, can significantly improve human resource performance and the quality of services provided. The proposed research model consists of elements such as continuous and targeted training, two-way and constructive interaction between managers and employees, and active participation of employees in decision-making processes. These components collectively provide a suitable basis for the formation of a sustainable competitive advantage in the banking industry. Conclusion: The research findings emphasize the necessity of designing and implementing an internal marketing model appropriate to the organizational conditions of Maskan Bank and the pivotal role of human resource management in this process. Such a model can lead to increased organizational productivity, improved service quality and improved customer experience. Accordingly, it is recommended that banks, using the proposed model, pay special attention to developing a customer-centric culture, empowering employees, and investing in their human capital.

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