台灣企業受到大環境的影響，整體經營需要多角化。對於國家經營的企業，不再是擔負國家經濟命脈責任的主要角色，需要創新及創意來發展企業永續。
　　高度資訊化的台灣經濟市場上，企業對員工在工作的提供，除了獲得所得，也因為技術性作業場域轉為服務型態的市場，企業組織有必要對員工加強及增進他們的專業知識與素養。對於企業在人力資源的管理，內部行銷以及成員之工作滿足、組織承諾與顧客導向的影響，成為本研究的起源因素。
　　本研究經實證分析結果，主要發現；企業組織內部行銷的運用，增強員工工作滿足，工作滿足相對影響組織之承諾，並在工作滿足的服務環境下，員工更願意加強以滿足顧客服務為導向，個人工作滿足因素下更讓被服務的顧客有倍增價值的感覺。
　　因此過程中發現，企業組織對員工的教育訓練只重視形式，管理支持不明顯，賦權不夠充分，溝通上受限於工作專業性不夠有困難，激勵與人力資源管理的輔助性不充足，所以會對組織承諾與顧客導向產生負向。在此企業要留住有專業的員工及讓企業永續，做好內部行銷是極為重要的。

Abstract
Due to influence of macro environment, Taiwanese enterprises need to diversify their overall management. For state-run enterprises, they are no longer the main players responsible for lifeline of the national economy; they need to enhance innovation and creativity for sustainable development.
　　In highly informationized economic market, as in Taiwan, enterprises not only provide jobs and salaries for employees but also should enhance their professional knowledge and competence because of transition from a technical field to a service market. This study discusses the original factors such as enterprise HR management, internal marketing, employees’ job satisfaction, organizational commitment and influence of customer orientation.
　　This study found that the application of the internal marketing in enterprise organization can enhance the employees’ job satisfaction. The job satisfaction relatively affects the organization's commitment. In the service environment where employees are satisfied with job, the employees are more willing to strengthen the customer-oriented service, and the job satisfaction can make customers feel that value of service is multiplied.
　　However, in the enterprises it has been found that the organizational training and education for employees only focuses on form. Moreover, management support is not obvious, empowerment is inadequate, communication has difficulty due to lack of professional skills, incentives and human resource management are not adequate. All these may have a negative effect on organizational commitment and customer orientation. In order to retain professional employees and ensure sustainable development of enterprises, the proper internal marketing is extremely important.

目 錄
誌謝………………………………………………………………………………………… Ⅰ
中文摘要………………………………………………………………………………… Ⅲ
Abstract…………………………………………………………………………… Ⅴ
目錄………………………………………………………………………………………… Ⅶ
表目錄…………………………………………………………………………………… Ⅸ
圖目錄…………………………………………………………………………………… XI
第一章　緒論……………………………………………………………………… 1
第一節 研究背景與動機………………………………………………… 1
第二節 研究目的及內容………………………………………………… 3
第三節 研究流程……………………………………………………………… 4
第二章　文獻探討……………………………………………………………… 5
第一節 內部行銷……………………………………………………………… 5
第二節 工作滿足………………………………………………………………… 17
第三節 組織承諾………………………………………………………………… 23
第四節 顧客導向………………………………………………………………… 27
第五節 各構面關係之探討……………………………………………… 31
第三章　研究方法………………………………………………………………… 35
第一節 研究架構與假設…………………………………………………… 35
第二節 各構面操作性定義與衡量………………………………… 38
第三節 研究問卷設計………………………………………………………… 43
第四節 資料來源與樣本結構…………………………………………… 45
第五節 資料分析與統計方法…………………………………………… 47
第四章　研究結果與分析…………………………………………………… 49
第一節 敘述性統計分析…………………………………………………… 49
第二節 信度分析………………………………………………………………… 55
第三節 效度分析………………………………………………………………… 59
第四節 整體模式衡量分析……………………………………………… 66
第五節 人口統計變數與各變相變異數分析……………… 73
第五章　結論與建議………………………………………………………………87
第一節 研究目的與實證結果………………………………………………87
第二節 管理之意涵………………………………………………………………89
第三節 研究限制與建議………………………………………………… 90
參考文獻……………………………………………………………………………………91

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