Emotional Intelligence and Internal Marketing as Determinants of Job Satisfaction and Satisfaction with Life among Portuguese Professionals

Abstract

The main purpose of this study is to analyze emotional intelligence and internal marketing as predictors of job satisfaction and satisfaction with life among working professionals in Portugal. At the same time, the relationships between internal marketing, job satisfaction, job determinants, organizational commitment, job performance and employee loyalty are explored. To this end, a conceptual model and a set of hypotheses were defined to respond to the postulated research objectives using structural equation modeling, applied to a random sample (n = 1310). The research results show that internal marketing has a statistically significant influence on job satisfaction. In turn, job satisfaction has a direct and positive influence on employee commitment and employee loyalty. Commitment and emotional intelligence have a direct, positive and significant influence on performance. Job satisfaction and emotional intelligence have a positive influence on satisfaction with life. This study presents itself as a novelty for science while making important contributions to organizations since it conceives a new conceptual model that enables organizations to perceive the relationships between the different determinants of job satisfaction and performance in order to promote their productivity, profitability and organizational competitiveness.

1. Introduction

Organizations need professionals with adaptive skills in order to boost their productivity. As such, professionals who show a willingness to learn on a daily basis have their attention intensified in a positive way towards their superiors and, in turn, boost a positive attitude towards the demands of external customers, which consequently makes it possible to target possible threats and even turn them into opportunities for the organization [1].

Some studies [2,3,4,5,6] show that professionals want their work to be recognized and their commitment to be valued. If organizations ensure the development of emotional intelligence, satisfaction, attendance and productivity increase, turnover decreases and group work improves, as well as interpersonal relationships between professionals [3].

It is very important to promote good internal marketing strategies, betting on human resources and directing them towards achieving organizational objectives while promoting listening to these internal customers, providing contexts and offering rewards that help to increase their happiness and productivity and, consequently, organizational productivity [4].

Also add that there is a predictive relationship between job determinants and employee loyalty with job satisfaction and employee performance in organizations. Some authors indicate that job satisfaction is extremely important for organizational employees as well as for the organizations themselves in order to achieve sustainable benefits and because it generates productivity, motivation, employee loyalty and organizational performance [2,5]. Author [7] defines satisfaction with life as personal well-being, i.e., the way in which individuals experience their lives in a positive way.

The purpose of this work is to study the influence that emotional intelligence and internal marketing have on job satisfaction and satisfaction with the life of professionals in Portugal. This study proposes an innovative reflection on how the dimensions that make up the conceptual research model proposed for the investigation relate to and influence each other, namely internal marketing, emotional intelligence, job satisfaction, satisfaction with life, labor determinants, performance, commitment and employee loyalty. Therefore, it seems crucial that organizations understand what their professionals expect and that they have a duty to promote measures in this direction, contributing to the professional and personal satisfaction of their human capital.

Carrying out this research makes it possible to understand the perception of these professionals about this reality, to know what motivates them and what their expectations are, and through this knowledge, improve their productivity, performance and efficiency, as well as the quality of the service they provide.

This paper is structured in two parts: the first deals with the theoretical framework of the subject under study, addressing the following concepts: internal marketing, emotional intelligence, job satisfaction, satisfaction with life, labor determinants, performance, commitment and employee loyalty. The second part includes all the methodological procedures inherent to the empirical study, starting with the conceptualization of the study, research hypotheses, objectives, and type of research, as well as data analysis, where the statistical tests used are specified. This is followed by the presentation and discussion of the results, along with the main final considerations and limitations of the study.

2. Theoretical Framework

2.1. Emotional Intelligence

Emotional intelligence can be defined as a person’s ability to combine emotions and their more rational side in order to identify, understand, manage, express and observe their own emotions and those of others. This process will allow their actions and relationships to be efficient and bring benefits to themselves, others and the context in which they are inserted [8]. As [9] points out, emotional intelligence can be understood, instructed and expanded and allows the subject to adjust to the environment, promoting well-being and a better understanding of themselves and others.

Ref. [10] reveals the importance of “collective emotional intelligence” (when each professional or leader develops their emotional intelligence, the work group acquires “collective emotional intelligence”). This phenomenon makes team members emotionally intelligent, which in turn promotes productive responses in uncomfortable contexts; they act positively, obtain more satisfactory results and experience satisfaction in working with other colleagues and, in turn, their colleagues with them.

One of the foundations of emotional intelligence is communication, as it provides a bond and then a relationship. It is essential to have efficient communication skills in an organization; for example, words or phrases used in the wrong way or misinterpreted non-verbal communication can lead to unproductive or even harmful consequences. Group communication is very relevant in organizations because it makes it possible to solve problems as a team, create and manage productive processes and better understand how to work more efficiently as a team [11].

Decision making is a very recurrent process in the organizational context and is influenced by emotions at three different moments: “before decision making” (we can be influenced by incidental emotions, i.e., emotions experienced at that moment but unrelated to the decision we will have to make, and expected or anticipatory emotions, i.e., emotions that are generated after reflecting on the decision we are going to make) “during decision making” (the decision-making process itself causes emotional states to be generated, and the emotions experienced can be of a “low or moderate intensity”, which allows decisions to be made intentionally; however, if the emotions are of a “high intensity”, they can override thought and prejudice our decisions) and “after the decision has been made” (these emotions are called “post-decision emotions or post-resolution emotions” and can be pleasant or unpleasant depending on whether the decision was seen as positive or negative) [12].

Additionally, the study by [13] proves the relevance of emotional intelligence in the context of organizations since professionals who have emotional intelligence skills become more efficient, increase productivity, relate better to others and make decisions more assertively, promoting better results and a less conflictive, and therefore more pleasant, environment.

2.2. Internal Marketing

The evolution of technologies, the development of competition, the expansion of communication, and globalization, among others, are causes that reflect the evolution of society, but they have led to the services offered by organizations becoming increasingly similar, resulting in “market saturation”. This phenomenon has made it possible for organizations to create dissimilarities with the competition and undertake organizational efforts aimed at internal customers [14].

The study by [15] found that organizations consider internal marketing to be an instrument that promotes the progress of procedures, the development of innovative “working methods”, the promotion of great private connections, which boosts professionals’ self-esteem at work, promotes commitment, strengthens the “spirit of teamwork”, facilitates internal proximities, strengthens the “organizational culture” and increases employee motivation and customer well-being.

Organizations need professionals who are organized and committed to achieving their goals so that they, in turn, can achieve the organization’s goals. The organization evolves when the professionals also evolve, so keeping workers happy, motivated, safe and productive is a very important option internally. Therefore, it is essential to invest in initiatives that maintain ingenuity [4].

To promote internal marketing, organizations implement strategies such as the development of a civilized organizational culture, the relationship and sharing of information/knowledge, the development of trust, clarity, encouragement, recognition and teamwork. By implementing internal marketing, organizations aim to attract and retain skilled professionals, foster harmonious relationships, develop coexistence and internal uniformity, promote assertive communication, develop an inclusive organizational culture, “motivate and satisfy” external and internal customers and boost organizational productivity [15].

In addition, [16] developed a new paradigm called “Internal Market Orientation”, which consists of three behavioral dimensions and their respective activities: internal marketing research (encompasses the identification of value exchanges, the external market conditions of employees, the internal market segment and the strategies for each segment), internal communication (developed between management and employees and between managers about employee wants and needs) and internal responsiveness (concerns vacancies designed to meet employee needs, the reward and salary system, management consideration and training).

2.3. Labor Determinants and Performance

2.3.1. Labor Determinants

Labor determinants include supervisory support, employee development, fair reward, autonomy, corporate image, affinity and social responsibility.

With regard to the work determinant “supervisory support”, we can mention that it focuses on professionals’ notions of the recognition of their actions and the revelation of concern on the part of managers regarding their well-being [17]. Ref. [5] add that it is essential for supervisors to have the skills to recognize dissimilarities in order to subsequently analyze and adapt guidelines and conduct taking these dissimilarities into account, thus modifying them into “synergies”.

Employee development is essential for organizational success, which is why organizations are increasingly looking for ways to create and sustain professional instruction in order to make them more efficient and effective in the tasks they carry out, promoting optimum productivity. Organizations are thus productive when instructions are applied within a certain timeframe, as it promotes the integration and voluntary interest of work teams to implement the organization’s suggestions [18].

In order to face the current adversities, organizations are investing in the training and development of professionals, so the advantages of this practice are as follows: the promotion of professionals’ skills to perform the tasks assigned to them; with the insertion of new technologies, they update and facilitate the development of work performances; they enhance the creativity and independence of professionals, making them “innovative and efficient” in the development of their work tasks; they increase the quality of the charges granted; they develop the motivation of professionals because training promotes safety and job satisfaction; and they prepare professionals to take on leadership and management positions; they guarantee safety, hygiene and health in the workplace and retain talent in organizations [19].

In order to promote productivity and organizational functionality, it is essential that employees feel motivated to carry out their duties, and one of the motivational factors is the rewards provided by organizations [20]. There are two different types of rewards: extrinsic rewards (associated with money, with a fixed component, such as a fixed salary, and a variable component, such as benefits, incentives, etc.) and intrinsic rewards (associated with the execution of work tasks, responsibilities, development opportunities, satisfaction with the work environment, autonomy, among others [20,21,22,23,24].

In order to understand the work determinant, autonomy, the authors [25] propose the “Quantification of Demands and Autonomy model”, which is based on two factors in the work context: autonomy and overwork. [26] indicate that autonomy, professionally, is described as the employee’s freedom to expose their decision-making and the various skills they put into practice in the workplace. [27] add that according to the aforementioned model, professionals who experience high psychological impositions and low levels of autonomy tend to have “psychosocial and physical illnesses” and/or “mental disorders”.

Corporate image is the product of the messages that an organization conveys to people through its advertising, the news broadcast by the media, regardless of the “corporate” name, the logo that represents it on buildings, means of transport, packaging, the attention given to customers, corporate actions towards the community, among other actions that, when people come into contact with the logo or know the name of the organization, enable them to associate a good, bad or neutral image with the organization in question [28].

The study by [2] found that affinity has a direct and positive impact on employee satisfaction and that professionals with high levels of satisfaction are more motivated and committed to carrying out their work. Therefore, organizations should pay attention to the determinants that have the greatest influence on job satisfaction, such as affinity, in order to promote its development.

Given the importance of social responsibility in improving societies and safeguarding the planet and bearing in mind that, in recent decades, there has been a marked deterioration in economic and environmental conditions, there is an urgent need for organizations to really value this issue, changing organizational management by emphasizing social responsibility [29].

2.3.2. Performance

Performance is an organizational process through which standards of results and organizational values are defined, converging with the organization’s strategy and objectives [2]. This process can be assessed through performance appraisal, which is a technique for verifying/evaluating the evolution of workers’ performance and their contribution to the organization.

According to [30,31], task performance is the competence with which the professional carries out their work tasks and the behaviors that contribute to the organization’s practical ideology in a direct or indirect way, and both procedures are included in formal job displays, officially authenticated and requested by organizations.

Behaviors that go beyond task performance strengthen the “psychological and social” organizational context on which the technical ideology must be based, care for organizational harmony and promote its productivity, going beyond the scope of the subject’s job and requiring extra commitment and initiative on their part. Therefore, we can present five behaviors that promote contextual performance in the organization, these being volunteering to carry out tasks that are not an integral part of their duties, being persistent in performing tasks in order to complete them successfully, supporting and collaborating with other professionals; following organizational rules even when they are not to one’s advantage, and confirming, helping and protecting the organization’s objectives [31].

2.4. Job Satisfaction and Satisfaction with Life

2.4.1. Job Satisfaction

Human capital is considered the most important resource of any organization. However, most companies are concerned with external customer satisfaction without paying much attention to the satisfaction of their employees. Undoubtedly, the satisfaction of professionals is fundamental and determines the success or failure of what the customer experiences [2].

Some authors consider job or professional satisfaction as the “emotional state” of a subject due to the positivity generated from the work experience and is characterized by an affectionate response to work, showing how the subject feels in various daily aspects [32,33]. Job satisfaction is a relevant instrument in the quality of people’s tasks because there is a relationship between the organizational environment and productivity, where communication and problem-solving are praised and knowledge is shared [34].

In this context, the assessment of job satisfaction is a crucial factor along with the variables that contribute to fostering the satisfaction, performance and employee loyalty of the professional to the organization since greater job satisfaction contributes to the professional finding meaning in their activity and adopting positive attitudes towards customer satisfaction and, consequently, contributes to better organizational performance [35].

2.4.2. Satisfaction with Life

Satisfaction with life can be translated into the general assessment that subjects make of themselves and the state in which they experience a sense of well-being and is based on beliefs and behaviors about the subject’s own life. This state is a relevant indicator of a wide range of “positive personal, psychological, social, interpersonal and intrapersonal” effects [36,37,38].

According to [39], people with a high level of competence in identifying, understanding and managing emotions can achieve a higher sense of satisfaction with life. Understanding how the emotional world develops and having the competence to manage it contributes to an understanding of regulation so that appreciations of life are realized through this feeling of competence.

According to some authors, satisfaction with life refers to the “cognitive component of subjective well-being”, a concept that has been widely studied by “Positive Psychology” [40,41,42]. Subjective well-being translates into an individual’s cognitive or sentimental appreciation of their life. When people experience pleasant feelings or do pleasurable activities, they are satisfied with life and, therefore, experience subjective well-being [36].

2.5. Commitment and Employee Loyalty

2.5.1. Commitment

According to some authors, organizational commitment can be understood as the psychological relationship between the individual and the organization, leading them to dedicate themselves to it. As such, committed employees tend to stay with the organization for a longer period of time than non-committed professionals [43,44].

As [45] point out, normative commitment refers to the group of impositions that come from the organizational culture, which dictates to the employee that they carry out their tasks in accordance with “the goals, objectives and interests of the organization” with the aim of understanding its principles. In this way, normative commitment arises through the socialization of the professional when they assimilate the organizational norms or when they get rewards and experiences that encourage them to work reciprocally [46].

Continuance commitment refers to the degree of commitment that an employee would consider it expensive to leave the organization because when a professional is continuously committed, they want to stay with the organization for a longer period of time because they feel they have already invested a lot of energy and attachment to it [45].

2.5.2. Employee Loyalty

According to [47], it is through informal connections based on personal and professional ties that employee loyalty in organizations can be achieved. [19] also adds that people attach themselves to organizations in search of material and sentimental bonds and, in turn, organizations use this lack to strengthen themselves, adapting their conduct in order to reinforce the bonds of “organizational loyalty” and offering “social and individual identity” to employees.

The concept of employee loyalty can be described in two ways: firstly, it is seen as a component of the relationship between professionals and their organizations, where the primary purpose is to prevent turnover, and secondly, employee loyalty is considered to be a worker’s challenge to the less beneficial contexts that the organization has [48].

3. Methodology

3.1. Conceptual Research Model, Hypotheses and Objectives

In order to respond to the research objective, a conceptual model of the relationship between the variables was developed, based on the theoretical foundation and adapted to the situation and context of active professionals in Portugal; the dimensions of the model were based on and adapted from the studies by [2,6,49]. Figure 1 shows the research model that aims to measure the impact of (1) emotional intelligence, (2) job satisfaction, (3) satisfaction with life, (4) internal marketing, (5) performance, (6) commitment, (7) labor determinants and (8) employee loyalty on working professionals in Portugal.

Based on the research conceptual model and the theory reviewed in the theoretical framework, 5 research hypotheses were set out, relating the study variables as follows:

Internal marketing is defined as management based on valuing the organization’s human resources, and it is through this that the motivation and management of organizational members is driven with the purpose of propagating values aimed at satisfying internal and external customers [6].

According to the authors [50], the result of the research carried out is as follows: a properly carried out internal marketing method is relevant to the link that is created between the professional and the organization, having a beneficial result on the satisfaction and commitment experienced later. Thus,

H1: 

Internal marketing has a direct and positive influence on job satisfaction and commitment.

Job satisfaction has become increasingly important as it is considered a variable linked to productivity, organizational performance, employee loyalty to the organization and the personal fulfillment of professionals. Greater job satisfaction contributes to the development of their work activity and encourages the adoption of positive attitudes, employee loyalty and involvement [2]. Therefore,

H2: 

Labor determinants have a direct and positive influence on job satisfaction and commitment.

Concern about job satisfaction, organizational commitment and job performance are decisive for the development of organizations, and attempts have been made to demonstrate the relationship between job satisfaction and job performance [6,35,51,52]. Thus,

H3: 

Job satisfaction has a direct and positive influence on employee commitment and employee loyalty.

People who manage their emotions, recognize and manage other people’s emotions and, in turn, create pleasant environments are those who can more easily develop certain work skills, such as the following: teamwork, leadership, productivity, assertive communication, commitment and responsibility. On the other hand, those who manifest some kind of emotional difficulty may exhibit inferior performance in their duties, as well as not progressing professionally in the aforementioned job skills [49]. Therefore,

H4: 

Commitment, job satisfaction and emotional intelligence have a direct and positive influence on contextual performance and functional performance.

The way in which the work environment affects satisfaction with life is becoming paramount for organizations that pride themselves on being sensitive to the needs of their professionals, who are seen as their fundamental stakeholders [53]. Thus,

H5: 

Job satisfaction, emotional intelligence and performance have a direct and positive influence on satisfaction with life.

3.2. Measurement Instrument

In the process of developing the scales, we followed the psychometric procedures suggested in the literature. The 8 concepts illustrated in Figure 1 were measured using scales based on the existing literature in the areas of emotional intelligence and internal marketing described above in the theoretical framework, duly translated and adjusted to the Portuguese context with the help of experts with scientific training and professional experience in the area. The items used are shown in

Table 1. Questionnaire Items. Source of Preparation: Own elaboration.

Items	Dimension	Source
Internal marketing (M)	Internal marketing	Rodrigues, Queirós, and Pires, (2016) [6]
M1—The top management of this organization offers and communicates to its employees a vision they can believe in
M2—The organization prepares employees to perform well
M3—In the organization, the development of employees’ skills and knowledge happens as a continuous process
M4—In the organization, employees are taught about “why to do things” and not just “how to do things”
M5—The organization offers and goes further, in terms of training and education of employees
M6—In the organization, performance evaluation and reward systems encourage employees to work as a team
M7—Those responsible for the organization measure and reward the performance of their employees who contribute most to the organization’s mission/objectives
M8—Those responsible for the organization use information collected from employees to improve their functions and to develop the organization’s strategy
M9—The organization communicates to employees the importance of their roles in its services
M10—The organization rewards the efforts of its employees who provide excellent service
M11—In the organization, great emphasis is placed on communication with employees
Support Supervision (SS)	Labor Determinants	Veloso, Sousa, Au-Yong-Oliveira & Walter, (2021) [2]
SS1—I can trust my supervisor when things get difficult at work
SS2—My supervisor is willing to listen to my work-related problems
SS3—It’s easy for me to talk to my supervisor when I need help
SS4—I am satisfied with the general guidance and responses from my supervisor
Collaborative Development (DC)
DC1—I am satisfied with the opportunities offered to me by my promotion or career advancement
DC2—Internal/external training actions and on-the-job learning (development of daily tasks) help me improve my performance
DC3—This organization offers a suitable learning environment to help employees grow
DC4—This organization helps employees to grow, in addition to developing their potential
Fair Reward (RJ)
RJ1—I am compensated fairly for the work I do
RJ2—Employees are held accountable for their performance with fair performance evaluations and treatment
Autonomy (A)
A1—I have control over scheduling my work
A2—I have significant autonomy in determining how I do my work
A3—I have considerable opportunity for independence and freedom in the way I do my work
Corporative image (IC)
IC1—I am proud to work for this organization
IC2—I recognize the value of this organization
Affinity (AF)
AF1—When things get difficult at work, I can always rely on my colleagues to help me solve the problem
AF2—It’s easy to talk to my colleagues when I need help
AF3—My colleagues are always willing to listen to my problem
Social responsability (RS)
RS1—The organization contributes to environmental sustainability (protection of the environment)
RS2—The organization supports social causes
Emotional Skills (CE)	Emotional intelligence	Ceballos, Solartec and Ayala, 2017 [49]
CE1—I identify and recognize emotions
CE2—I know my emotional limits
CE3—I easily externalize negative emotions
CE4—I easily express positive emotions
CE5—I easily express emotions in the workplace
CE6—My physical state influences the emotions expressed
CE7—Changes alter my emotions
CE8—By constantly expressing my emotions, they can be used against me
Social skills (CS)
CS1—Teamwork is important for the success of my personal life
CS2—I am clear in expressing what I want and what I expect from people
CS3—Express ideas clearly
CS4—I understand other people’s feelings and emotions
CS5—I understand what others want to express
CS6—I understand attitudes that strengthen the performance of others
CS7—I notice negative attitudes expressed by others in the workplace
CS8—Project an image of respect and example towards others
CS9—Design and apply persuasion tactics
CS10—People easily understand what I want to decide
CS11—I identify what others think
CS12—It bothers me that other people express their emotions regardless of the consequences
CS13—I demonstrate willingness to listen without interruption to what other people have to say
Task performance (DT)	Performance	Rodrigues, Queirós, and Pires, (2016) [6]
DT1—I have a high level of specialization in the technology I work with
DT2—I can achieve the objectives set by my immediate superior
DT3—I can meet established deadlines
Contextual performance (DC)
DC1—I am willing to help others who have heavy workloads
DC2—I am willing to help others who have difficulties/problems with work tasks
DC3—I am willing to go extra miles for the future of the organization
Organizational commitment (CO)	Commitment
CO1—I would be very happy to spend the rest of my career with this organization
CO2—I feel like I am part of this organization
Continuity commitment (CC)
CC1—At this moment, staying in this organization is as much a matter of necessity as of personal desire.
CC2—As I have already given so much to this organization, I do not currently consider the possibility of working elsewhere.
Normative commitment (CN)
CN1—Even if it were to my advantage, I feel it would not be right to leave this organization at this time.
CN2—I feel I have a great duty to this organization
Job Satisfaction (SL)	Job Satisfaction	Veloso, Sousa, Au-Yong-Oliveira & Walter, (2021) [2]
SL1—I am satisfied with my compensation package (pay, bonuses, incentives, profit sharing, …)
SL2—I am satisfied with the additional benefits, including insurance and wellness activities.
SL3—In general, I feel satisfied at work.
SL4—I feel high satisfaction compared to expectations.
SL5—I feel high satisfaction compared to the ideal organization.
Satisfaction with life (SV)	Satisfaction with Life	Caycho-Rodriguez, Neto, Tomás, Valencia, Ventura-León, Neto, Reyes-Bossio and Vilca (2020) [54]
SV1—In many aspects my life comes close to my ideals.
SV2—My living conditions are excellent.
SV3—I am satisfied with my life.
SV4—So far, I have managed to obtain what was important in my life.
SV5—If I could live my life over again, I would not change almost anything.
Employee loyalty (LC)	Employee loyalty	Veloso, Sousa, Au-Yong-Oliveira & Walter, 2021 [2]
LC1—I would recommend the organization to others as a good place to work.
LC2—I would be willing to continue working for the organization.

.

This study was applied to professionals working in mainland Portugal and the islands during the first half of 2022. Non-probability sampling was used with a convenience technique. The questionnaires were distributed online (via Facebook and email), and responses came from various cities and locations in Portugal (n = 1310). The questionnaire is organized into two parts, the first consisting of the following themes: emotional intelligence, internal marketing, job satisfaction and satisfaction with life. The second part consists of a preliminary questionnaire with questions related to sociodemographic characterization. The respondents were asked to use a five-point Likert-type scale (1 = “strongly disagree” to 5 = “strongly agree”) to record their perceptions.

The reliability of the construct was assessed using Cronbach’s alpha coefficient. The reliability ranged from 0.603 to 0.955, suggesting that the construct could be used with confidence. After obtaining the questionnaires, the statistical data were processed in the Statistical Package for the Social Sciences (SPSS) 20 program in order to apply the factorial analysis and assess the reliability of the scale’s internal consistency.

3.3. Data Processing

The collected data were analyzed using univariate, bivariate and multivariate statistical techniques using the appropriate statistical software (IBM Statistical Package for the Social Sciences [SPSS] and AMOS, both version 23 for Windows). The following procedures were carried out: preliminary analysis of the data in order to eliminate any errors and prepare the database for analysis (checking that there were no errors, dealing with non-responses and outliers and checking the assumptions of the statistical techniques to be used); descriptive analysis of the data, with the aim of describing the sample and analyzing the main characteristics of each of the variables that make up the model (univariate analysis: mean, minimum, maximum, standard deviation, symmetry, flattening); and analysis of the internal consistency of each construct in isolation using Cronbach’s alpha, the correlation of each item with the total scale and the correlations between items. For analysis of the theoretical model and the relationships between the constructs/dimensions, we used path analysis based on structural equation modeling using Amos software, version 23.

This statistical technique was chosen because it makes it possible to examine the relationships between continuous and/or discrete variables, combining multiple regression models and factor analysis, making it possible to test the validity of theoretical models that define casual, hypothetical relationships between variables, making it possible to validate or refute the postulated research hypotheses, with a significance level of 5% having been established.

4. Results

4.1. Sociodemographic Profile

The study sample comprised 1310 individuals, of whom 56.3% (737) were women and 43.7% (573) were men. The age group that stands out in the sample is 40 to 49 years (35.7%—468 individuals), followed by 30 to 39 years (31.1%—408 respondents), followed by ≥50 years (19.8%—260 individuals) and finally <30 years (13.3%—174 individuals). With regard to academic qualifications, a high percentage of the sample had a bachelor’s degree (52.6%—689 respondents), followed by a master’s degree/doctorate (27.3%—357 respondents) and primary/secondary education (20.2%—264 respondents), which should be highlighted. The majority of respondents were married or living together (64%—839 individuals), 26% (341) said they were single and 10% (130) said they were divorced, separated or widowed (

Table 2. Sociodemographic characterization. Source: Self elaboration.

Feature	Options	Absolute Frequency—n	Relative Frequency—%
Sex	Feminine	737	56.3%
	Masculine	573	43.7%
	Total	1310	100%
Age range	Up to 24 years old	52	4.0%
	25 to 29 years old	122	9.3%
	30 to 39 years old	408	31.1%
	40 to 49 years old	468	35.7%
	50 to 59 years old	196	15.0%
	60 to 69 years old	64	4.9%
	Total	1310	100%
Marital status	Single	341	26.0%
	Married/De facto union	839	64.0%
	Divorced/Separated	117	8.9%
	Widower	13	1.0%
	Total	1310	100%
Literary abilities	Basic education	21	1.6%
	High school	243	18.5%
	Bachelor’s Degree	20	1.5%
	Graduation	669	51.1%
	Master’s degree	323	24.7%
	Doctorate	34	2.6%
	Total	1310	100%
Have children	No	480	36.6%
	Yes	830	63.4%
	Total	1310	100%
Link Type	Part-time contract	21	1.6%
	Very short-term contract	3	0.2%
	Fixed-term contract	299	22.8%
	Uncertain term contract	193	14.7%
	Termless contract	712	54.4%
	Services provision	49	3.7%
	Temporary job	33	2.5%
	Total	1310	100%

).

4.2. Professional Profile

Table 2 shows that the majority of respondents, 80.9% (n = 1060), did not hold a management or leadership position when they answered the questionnaire. With regard to working hours, 30.4% (n = 398) had strict working hours, and 14.1% (n = 188) worked during the day. With regard to the length of time they had been working, 40.5% (n = 533) of the respondents had been working for between 5 and 20 years. In terms of length of service in the workplace, 53.1% (n = 696) of the respondents stated that they have been with the company for at least 10 years. The majority of workers surveyed, 74.1% (n = 969), live in the same municipality where they work, and the majority, 65.0% (n = 848), work in a public institution. Among the public employers, the most notable are local authorities and health and education services (

Table 3. Professional Profile. Source: Self elaboration.

Feature	Options	Absolute Frequency—n	Relative Frequency—%
Currently holds a management or leadership role	No	1060	80.9%
	Yes	250	19.1%
	Total	1310	100%
Working hours	Flexible schedule	416	31.8%
	Half day	18	1.4%
	Shift schedule	154	11.8%
	Rigid schedule	398	30.4%
	Complete journey	51	3.9%
	Continuous journey	85	6.5%
	Day job	188	14.4%
	Total	1310	100%
Activity time	Up to 1 year	137	10.5%
	From 1 to 3 years old	168	12.8%
	From 3 to 5 years	110	8.4%
	From 5 to 10 years	135	10.3%
	From 10 to 15 years	200	15.3%
	From 15 to 20 years old	195	14.9%
	From 20 to 30 years old	272	20.8%
	At least 30 years	93	7.1%
	Total	1310	100%
Length of seniority at the company	Up to 1 year	164	12.5%
	From 1 to 3 years old	206	15.7%
	From 3 to 5 years	110	8.4%
	From 5 to 10 years	134	10.2%
	From 10 to 15 years	228	17.4%
	From 15 to 20 years old	136	10.4%
	From 20 to 30 years old	164	12.5%
	At least 30 years	168	12.8%
	Total	1310	100%
The municipality where you live is the same as the one where you work	No	339	25.9%
	Yes	971	74.1%
	Total	1310	100%
Institution where you work	Private	459	35.0%
	Public	852	65.0%
	Total	1310	100%

).

4.3. Structural Model of the Final Proposed Model

The measurement model under study was evaluated using the software and the maximum likelihood method applied to the original items. A two-step strategy was used to adjust the model: in the first step, the measurement model was adjusted, and in the second step, the structural model was adjusted. The CFI and PCFI indices were used to assess the quality of the model, considering that they indicated an acceptable fit for values above 0.8 and 0.7, respectively [55]. RMSEA was also used: if it is less than 0.10, the fit is good, and if it is less than 0.05, the fit is very good. The significance of the structural coefficients was assessed using a Z-test produced by the AMOS software (Critical Ratio and p-value), considering parameter estimates with p ≤ 0.05 to be statistically significant. The estimates of the model’s coefficients are given in standardized form. It can, therefore, be seen that the model under analysis has a good fit. The percentage of variability in employee loyalty explained by the model is 81%, and that of satisfaction with life is 33%. Analysis of Figure 2 reveals that the direct causal paths: internal marketing → commitment; labor determinants—supervisory support → job Satisfaction; labor determinants—supervisory support → commitment; and labor determinants—autonomy → commitment and functional performance → satisfaction with life do not show statistical significance. On the other hand, the causal paths with direct effects that are statistically significant are as follows: internal marketing → job satisfaction—β = 0.078 and p < 0.01; labor determinants—employee development → job satisfaction—β = 0.089 and p < 0.01; labor determinants—fair reward → job satisfaction—β = 0.436 and p < 0.001; labor determinants—autonomy → job satisfaction—β = 0.097 and p < 0.001; labor determinants—corporate image → job satisfaction—β = 0.331 and p < 0.001; labor determinants—social responsibility → job satisfaction—β = −0.072 and p < 0.01; labor determinants—affinity → job satisfaction—β = 0.092 and p < 0.001; labor determinants—employee development → commitment—β = 0.132 and p < 0.001; labor determinants—fair reward → commitment—β = −0.198 and p < 0.001; job determinants—corporate image → commitment—β = 0.733 and p < 0.001; job determinants—social responsibility → commitment—β = 0.079 and p < 0.01; job determinants—affinity → commitment—β = −0.060 and p < 0.01; job satisfaction → commitment—β = 0.252 and p < 0.01; job satisfaction → commitment—β = 0.252 and p < 0.01; job satisfaction → employee loyalty—β = 0.899 and p < 0.001; commitment → contextual performance—β = 0.200 and p < 0.001; commitment → functional performance—β = 0.204 and p < 0.001; job satisfaction → functional performance—β = 0.224 and p < 0.001; emotional intelligence → contextual performance—β = 0.373 and p < 0.001; emotional intelligence → functional performance—β = 0.379 and p < 0.001; job satisfaction → satisfaction with life—β = 0.378 and p < 0.001; and emotional intelligence → satisfaction with life—β = 0.283 and p < 0.001.

The statistically significant total effects on commitment via job satisfaction are as follows: social responsibility → commitment—β = 0.061 and p = 0.026; corporate image → commitment—β = 0.816 and p = 0.021 and employee development→ commitment—β = 0.161 and p = 0.008. The statistically significant total effects on functional performance via job satisfaction and commitment are as follows: corporate image → functional performance—β = 0.240 and p = 0.006; employee development → functional performance—β = 0.053 and p = 0.003; and emotional intelligence→ functional performance—β = 0.379 and p = 0.015.

The statistically significant total effects on contextual performance via job satisfaction and commitment are as follows: corporate image → contextual performance—β = 0.166 and p = 0.005; employee development → contextual performance—β = 0.033 and p = 0.001; and emotional intelligence→ contextual performance—β = 0.373 and p = 0.013.

The statistically significant total effects on employee loyalty via job satisfaction are as follows: affinity → employee loyalty—β = 0.083 and p = 0.032; corporate image → employee loyalty—β = 0.297 and p = 0.010; autonomy→ employee loyalty—β = 0.087 and p = 0.007; fair reward → employee loyalty—β = 0.392 and p = 0.006; and employee development → employee loyalty—β = 0.080 and p = 0.035.

The statistically significant total effects on satisfaction with life via job satisfaction are as follows: affinity → satisfaction with life—β = 0.036 and p = 0.023; corporate image → satisfaction with life—β = 0.143 and p = 0.004; autonomy→ satisfaction with life—β = 0.039 and p = 0.007; fair reward → satisfaction with life—β = 0.171 and p = 0.012; and employee development → satisfaction with life—β = 0.037 and p = 0.025. The remaining total effects (the result of direct and indirect effects) were not statistically significant.

5. Discussion

By analyzing the Structural Model (Figure 2), it can be concluded that all the postulated research hypotheses were partially or fully validated in this study, confirming the relevance of the conceptual research model defined on the basis of the literature review. Thus, this study confirms internal marketing as a determinant of job satisfaction, as well as most of the job determinants as predictors of job satisfaction and commitment, job satisfaction as a predictor of employee loyalty, commitment and emotional intelligence as predictors of job performance and job satisfaction and emotional intelligence as determinants of satisfaction with life. Thus, with regard to H1: Internal marketing has a direct and positive influence on job satisfaction and commitment, it was concluded that internal marketing has a statistically significant impact on job satisfaction, but its influence on commitment is not significant in this model. These results confirm the study conducted by [2,6], who confirmed the impact of internal marketing on job satisfaction. However, it does not corroborate the influence of internal marketing on commitment, unlike [6] when they present the positive relationship between internal marketing and organizational commitment, demonstrating that internal marketing is an important tool for increasing employees’ organizational commitment.

Regarding H2: Labor determinants have a direct and positive influence on job satisfaction and commitment. The study revealed that the following job determinants: employee development, fair reward, autonomy, corporate image, social responsibility and affinity have a significant influence on job satisfaction, with the exception of social responsibility. On the other hand, it was observed that the following job determinants: employee development, fair reward, corporate image, social responsibility and affinity have a significant influence on commitment, with the exception of fair reward and affinity. The study conducted by [56] is in line with this hypothesis when it shows that employees with a high level of affective and normative commitment also have employee loyalty and commitment to the organization’s values, always trying to achieve the organizational goals. Additionally, in the study by [2], it was shown that job determinants have a direct and positive influence on employee job satisfaction, which leads to an increase in the level of job satisfaction.

Regarding H3: Job satisfaction has a direct and positive influence on employee commitment and employee loyalty. This study validated this hypothesis. The study by [6] and the study by [57] are in agreement with the present study as they reveal that job satisfaction contributed positively to employees’ organizational commitment.

H4: Commitment, job satisfaction and emotional intelligence have a direct and positive influence on contextual performance and functional performance. This hypothesis was fully validated in this research. The results obtained corroborate the findings of other studies [2,6,58], which have also shown the influence of job satisfaction and commitment on performance. In addition, this study also certifies the findings of the study by [49], which concluded that people who manage their emotions, recognize and manage other people’s emotions and, in turn, create pleasant environments are those who can more easily develop certain work skills, such as teamwork, leadership, productivity, assertive communication, commitment and responsibility. On the other hand, those who manifest some kind of emotional difficulty may exhibit poorer performance in their jobs.

With regard to H5: Job satisfaction and emotional intelligence have a direct and positive influence on satisfaction with life. This study partially validated this hypothesis in line with the postulates of [59,60], who concluded that the results of work give meaning to their work and life, promoting well-being and happiness. This evidence reinforces the conclusions reached in these studies, which indicate that the ultimate goal of human beings is to find meaning in their work and life [60], promoting their well-being and happiness [59]. In addition, [61] shows that there is a direct relationship between the “physical environment and constraints”, “organizational and relational constraints” and “work characteristics” with the level of satisfaction with life in general. In addition, [53] state that the way in which the work environment affects satisfaction with life is becoming paramount for organizations that pride themselves on being sensitive to the needs of their professionals, who are seen as their key stakeholders.

6. Final Considerations

This study represents an important contribution to both academia and organizations since it increases the knowledge concerning the role that internal marketing and emotional intelligence play in terms of job satisfaction, performance, commitment, employee loyalty and satisfaction in the lives of working professionals in Portugal. This research has studied a subject that has not yet been widely studied, particularly in the Portuguese context. Thus, it was possible to validate a parsimonious conceptual model that links emotional intelligence, inner marketing and labor determinants, highlighting the importance of these variables in explaining work performance, commitment, employee loyalty, job satisfaction and satisfaction with life, which can be considered a contribution to the literature relating to strategic management, specifically on human resource management and organizational behavior. One of the contributions of this study lies in the analysis of the application of internal marketing and emotional intelligence, using employees’ perceptions of the marketing practices used. On the other hand, the approach to the Portuguese context involving a sample that includes different sectors of activity, private companies and public organizations gives this study a relevant and innovative character, both for academia and companies.

The study is of considerable interest to organizations as it helps to understand the organizational variables that play crucial roles in employee performance. This research supports managers in understanding how their employees react to the internal marketing techniques applied to labor determinants and use their emotional intelligence. This understanding is fundamental, as it influences employee satisfaction, organizational commitment, performance and employee loyalty. Therefore, it is recommended that organizational managers promote internal marketing practices that stimulate the three dimensions proposed by [16], particularly internal marketing research, internal communication and internal responsiveness, such as the reward and salary system, management consideration and training. The results obtained suggest that organizations should adopt tools to equip professionals with high levels of emotional intelligence in order to promote pleasant environments and develop certain work skills more easily, such as teamwork, leadership, productivity, assertive communication, commitment and responsibility. Promoting strategies so that professionals find meaning in their work and adopt positive attitudes towards customer satisfaction and, consequently, contribute to better organizational performance is essential for achieving organizational success. Organizations must, therefore, equip their professionals to promote their emotional intelligence, boosting their well-being and satisfaction with life, which consequently promotes job satisfaction and increased organizational productivity. Organizational leaders should regularly implement tools to assess employee satisfaction in order to identify beneficial measures and try to boost them, thus maintaining a balanced organizational environment and, in turn, contributing to the organization’s success. In this way, marketing practices within organizations must be continually adjusted and strengthened. From a strategic point of view, by better understanding internal marketing dynamics and labor determinants and their effects, managers and professionals can improve their relationships with external customers. This represents an opportunity to improve the quality of services provided to customers and consequently benefits organizational productivity and competitiveness.

In addition, the learning of emotional intelligence skills by professionals has an indirect effect on organizational productivity since these skills make it possible to recognize their own emotional reactions to challenges since the subject learns to identify and manage their emotions, overcome adversity, motivate themselves, relates better to other professionals and promotes the perception of situations that do not give positive results to the organization, thus being able to prevent them from happening [3].

The main limitations of the study relate to the fact that the answers to the questionnaires were collected during the COVID-19 pandemic, with professionals having been working in person for a short time, which may have conditioned their responses. However, the fact that it was applied in the context of the COVID-19 pandemic can also be seen as an added value since it allowed us to find out the level of satisfaction of professionals in this sector and simultaneously test the conceptual model in this specific context.

For future research, it is proposed to validate and apply the scale internationally, allowing comparisons to be made with the results of this study and also to obtain a broader and wider sample so that there is the possibility of comparing data between different countries or nationalities and also to apply the questionnaires other than during the COVID-19 pandemic.