Differentiating the suppliers of job products to union and non-union frontline distribution center employees

Through an application of a concept called internal marketing, this research identifies key supervisor and coworker elements necessary to positively influence specific frontline distribution center employee outcomes. Results indicate differences between union and non-union environments and differences between supervisor and coworker behaviors influencing frontline employee job satisfaction, the quality of interdepartmental interactions, and frontline employee performance in the areas of product handling, communication, and safety. Personnel development initiatives for improving employee performance and the workplace as a whole are identified.

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