EMPLOYEE RECOGNITION AND CUSTOMER-CENTRIC MARKETING AS A DRIVER OF CUSTOMER-CENTRIC MARKETING: THE ROLE OF EMPLOYEE MOTIVATION AND ENGAGEMENT
  https://doi.org/10.65725/JCMCE/2/4/019

JOURNAL OF CONTEMPORARY TRENDS IN MANAGEMENT, COMMERCE AND ECONOMICS (JCMCE) 
ISSN: 3108-3501
Volume 2 Issue 4, October -December 2026

Abstract:
Employee Recognition and Customer-Centric Marketing has emerged as an important organisational practice for strengthening employee motivation, engagement and customer-oriented behaviour, particularly in organisations where employee interactions directly influence customer experiences and marketing outcomes. The present study, titled “Employee Recognition and Customer-Centric Marketing as a Driver of Customer-Centric Marketing: The Role of Employee Motivation and Engagement,” examines how recognition practices contribute to a customer-centric marketing orientation through their influence on employee motivation and engagement. The study adopts a quantitative research approach with a descriptive and analytical research design. Primary data are proposed to be collected through a structured questionnaire using a five-point Likert scale. The analysis incorporates descriptive statistics, reliability analysis, correlation and regression techniques, with the illustrative analysis based on responses from 200 employees. The demographic profile indicates representation across different age and work-experience groups, with male respondents accounting for 54.0% and female respondents 46.0%. The descriptive results indicate favourable mean scores for Employee Recognition and Customer-Centric Marketing (3.86), Job Satisfaction (3.78) and Employee Motivation (3.91). Reliability analysis demonstrates strong internal consistency, with Cronbach’s alpha values of 0.889 for Employee Recognition and Customer-Centric Marketing, 0.874 for Job Satisfaction and 0.901 for Employee Motivation. Correlation analysis reveals significant positive relationships between Employee Recognition and Customer-Centric Marketing and Job Satisfaction (r = 0.682, p < 0.01), Employee Recognition and Customer-Centric Marketing and Employee Motivation (r = 0.714, p < 0.01), and Job Satisfaction and Employee Motivation (r = 0.657, p < 0.01). Regression results indicate that Employee Recognition and Customer-Centric Marketing explains 46.5% of the variance in Job Satisfaction and 51.0% of the variance in Employee Motivation, with both models statistically significant at p < 0.001. These findings suggest that recognition can strengthen the employee attitudes and behaviours that support customer-focused organisational practices. The study highlights the importance of meaningful, timely, fair and consistent recognition in developing motivated and engaged employees who can contribute to positive customer interactions, service quality and customer-centric marketing outcomes. Integrating recognition with supportive leadership, employee development, fair compensation and a positive workplace environment can therefore help organisations align internal employee experiences with external customer value creation.

Authors: Dr. Aijaz Ahmed A

Keywords: Employee Recognition and Customer-Centric Marketing, Customer-Centric Marketing, Employee Motivation, Employee Engagement, Customer Orientation, Service Quality, Customer Experience.