NEYART Magazine  
ISSN: 2992-7161  
PERCEPTION OF INTERNAL CUSTOMERS OF A SERVICE COMPANY, CASE  
STUDY: HUMAN RESOURCES DEPARTMENT  
PERCEPCIÓN DE LOS CLIENTES INTERNOS DE UNA EMPRESA DE  
SERVICIOS. CASO PRÁCTICO: EL DEPARTAMENTO DE RECURSOS  
HUMANOS  
García González Juan Manuel  
National Technological Institute of Mexico/IT of Chihuahua II  
https://orcid.org/0009-0000-8531-4938  
juan.gg@chihuahua2.tecnm.mx  
Silva Martínez Mario Héctor  
National Technological Institute of Mexico/IT of Chihuahua II  
https://orcid.org/0009-0005-0659-9004  
mario.sm@chihuahua2.tecnm.mx  
Martínez Vela Carlos Alberto  
National Technological Institute of Mexico/IT of Chihuahua II  
https://orcid.org/0009-0000-4374-2838  
carlos.mv@chihuahua2.tecnm.mx  
García Guerrero Braulio Rene  
National Technological Institute of Mexico/IT of Chihuahua II  
https://orcid.org/0000-0003-1285-2924  
braulio.gg@chihuahua2.tecnm.mx  
López Martínez Brenda  
National Technological Institute of Mexico  
https://orcid.org/0009-0008-2401-5078  
brelopez8405@gmail.com  
DOI: https://doi.org/10.61273/neyart.v3i3.181  
| Received: 26/12/2025 | Accepted: 28/02/2026 | Published: 30/03/2026  
This work is licensed under  
an international license  
Creative Commons Attribution 4.0.  
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Abstract-- This study explores how first-semester Business Management Engineering students in  
Mexico perceive and use artificial intelligence in their daily academic lives. Researchers surveyed 31  
students between August and December 2025 to understand what they really think about tools such as  
ChatGPT and similar programs.  
The results are quite revealing: students are very enthusiastic about the potential of AI to improve their  
learning and even their quality of life. However, not everything is rosy. Although they feel comfortable  
using these tools, they recognize that they are not as easy to use as they seem. Most interestingly, they  
show surprising maturity in identifying the risks: they know that they can become dependent on them,  
that they could affect their critical thinking, and that they facilitate plagiarism.  
Keywords— Education, Students, Artificial Intelligence, Perception, Technology.  
Abstract-- This study explores how first-semester Business Management Engineering students in Mexico  
perceive and use artificial intelligence in their daily academic lives. Researchers surveyed 31 students  
between August and December 2025 to understand what they really think about tools such as ChatGPT  
and similar programs.  
The results are quite revealing: students are extremely enthusiastic about the potential of AI to improve  
their learning and even their quality of life. However, not everything is rosy. Although they feel  
comfortable using these tools, they recognize that they are not as easy to use as they seem. Most  
interestingly, they show surprising maturity in identifying the risks: they know that they can become  
dependent on them, that they could affect their critical thinking, and that they facilitate plagiarism.  
Keywords – Education, Students, Artificial intelligence, Perception, Technology.  
INTRODUCTION  
In today's dynamic and highly competitive business environment, organizations have recognized that  
service quality is not limited exclusively to external customer service, but rather finds its genesis in the  
effective management of human talent and employee satisfaction. This premise is particularly relevant in  
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service companies, where the human factor constitutes the main asset and competitive differentiator  
(Heskett et al., 1994; Zeithaml & Bitner, 2002).  
The concept of the internal customer has become one of the pillars of organizational strategies that consist  
of Total Quality Management. Employee satisfaction and commitment are related to organizational  
efficiency, creativity, and the financial success of the business. However, this proven theory is absent  
from management practices that consider the employee experience to be the core of organizational  
success.  
A company's human resources department plays a key role in the organization's relationships with its  
employees, both as an internal service provider and as a designer of the overall work experience. Because  
of this unique position, the human resources department handles a wide variety of important functions,  
from simple administrative tasks such as payroll, recruitment, and benefits, to more complex strategic  
work in organizational development, corporate culture, and change management (Ulrich & Brockbank,  
2005).  
When employees form perceptions about human resource services, it is not limited to that instance alone;  
rather, it is a phenomenon that permeates the entire work experience and affects important factors such  
as commitment to the organization, job satisfaction, intention to stay, and ultimately, performance at  
individual and collective levels (Guest, 2017). Human resources management that is efficient, accessible,  
and attentive, and that focuses on employee development, can stimulate commitment. Conversely, a  
negative perception can trigger emotional detachment and loss of productivity, as well as worsen the  
organizational climate.  
The paradox here lies with a department that is a key component of a company's strategy. Considerable  
time and money are allocated to measuring how satisfied customers are. However, the same type of  
measurement involving employees and the human resources department is neglected or addressed only  
superficially. This paradox contributes to the stagnation of an organization's development and  
improvement of its performance.  
This study examines service employees' perceptions of the quality, impact, timeliness, and customer  
orientation of human resource services. These types of analyses are relevant to the following current  
conditions:  
• Management of remote and hybrid work: Management of work practices that require the redesign  
of traditional human resource management functions.  
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• Digital transformation: the advent of human resource information systems (HRIS) and employee  
self-service systems that fundamentally alter the nature of contact between employees and human  
resources.  
• Younger generations are expecting more flexibility in terms of work arrangements and  
personalized arrangements. They want to receive feedback faster than their older counterparts and  
expect feedback to be given through people management practices that are formalized at the  
organizational level.  
• There is a greater focus and shift toward employee well-being due to the recognition that effective  
functioning includes an emotional, mental, and physical element.  
The main objective of this research is to understand how internal customers perceive the quality of  
services offered by the human resources department of a company in the service industry in order to  
understand the strengths, opportunities, and links with relevant organizational variables.  
BACKGROUND  
The last few decades have seen significant advances in the study of the role of human resources in  
organizations and the quality of their internal services/customers. Both academia and the professional  
sphere have contributed to significant advances. Three dominant models have evolved from the following  
domains: the evolution of the internal customer concept, the literature on human resources service quality,  
and positivist research in the service industry.  
Evolution of the Concept of Internal Customer  
The idea of internal customers comes from Total Quality Management (TQM). In simple terms, it means  
looking at customer needs from within an organization rather than from outside. The first authors to note  
that employees are an organization's primary market were Berry et al. (1976). In doing so, they established  
the first theoretical elements of internal marketing. Grönroos (1981) then went further by stating that  
external customer satisfaction cannot be achieved without service provider satisfaction, viewing the  
service provider as an “internal customer” of the organization.  
Service companies in Latin America can use Bohnenberger's (2005) internal marketing model, which  
focuses on the internal customer and explains how it improves the service climate and service quality.  
Internal marketing in Bohnenberger's studies showed that Brazilian companies with High Internal  
Marketing Practice (H.I.M.P.) lead to greater organizational commitment and decrease employee  
turnover.  
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More recently, Lings and Greenley (2010) refined the construct by developing the INTMARKOR scale,  
a validated instrument for measuring internal market orientation. Their findings confirmed that  
organizations with greater internal customer orientation perform better in terms of job satisfaction,  
organizational citizenship behaviors, and business performance.  
Service Quality in Human Resources  
Many researchers have modified classic service quality models and applied them to the evaluation of  
service quality in human resources departments. One example is Gilbert (2000), who was the first to use  
the SERVQUAL model to evaluate human resources services in organizations in the United Kingdom.  
He lists five dimensions of service quality in the context of human resources services: Tangibles,  
reliability, responsiveness, assurance and empathy. Studies of Gilbert's gaps found responsiveness and  
empathy difficulties. Employee expectations in these cases are higher than what the human resources  
department offers.  
In today's world, companies operate a little differently. For example, Bowen and Ostroff (2004) suggest  
‘the strength of the human resource system’. To understand how people in a company practice the system,  
it is important to know the structure and encourage participants to practice the structure. The framework  
shows the level of impact that practices could have on participant performance and behavior. To obtain  
better participant performance, the practices in the framework must be distinct, consistent, and agreed  
upon.  
Nishii et al. (2008) drew on this perspective when they showed ... There is a mediating effect whereby  
employees' attributions regarding management motives influence employees' perceptions of human  
resource practices. If employees believe that human resource practices are implemented to foster their  
growth and interests, they become even more satisfied, committed, and perform to the best of their  
abilities. Conversely, if employees believe that the purpose of human resource practices is economic or  
controlling, this can cause a negative effect, and employee perceptions may be at the lower end of the  
scale.  
In Latin America, Calderón et al. (2010) conducted a study in Colombian companies on the relationship  
between human management and organizational commitment, identifying that the perception of  
organizational justice in HR processes is a significant predictor of employees' affective commitment. Teir  
findings underscore the importance of transparency, fairness, and effective communication in human  
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talent management. The results of his research show that in human resource management, transparency,  
fairness, and efficient communication are of real value.  
Research in the Service Sector  
Specific attributes of the service industry make studying the internal customer perception more pertinent.  
Lovelock and Wirtz (2011) state that for service firms where human interaction is instrumental to the  
provision of value, effective people management is a success determinant that is hard to imitate. Their  
studies show that service firms with high internal customer satisfaction consistently achieve above  
average results in external customer satisfaction and profitability.  
In their meta-analysis of 52 studies covering more than 12,000 business units, Schneider et al. (2009)  
empirically confirmed for the first time the existence of ‘service climate’ as a legitimate construct of an  
organization. Service climate, understood as the collective perception of the practices, procedures, and  
behaviors that are expected and rewarded in relation to service, was shown by Schneider et al. (2009) to  
contribute positively to customer and organizational satisfaction, loyalty, and overall performance.  
Garg and Dhar (2017) focused their research on the insurance sector in India. They studied the impact of  
human resource practices on organizational commitment and employee performance. The authors noted  
that development, communication, recognition, and work-life balance practices help predict service  
commitment, which in turn improves the quality of services provided to policyholders.  
Bagyo (2019) studied the relationship between internal marketing and job satisfaction and employee  
performance within the Indonesian insurance industry. It was established that internal customer  
orientation significantly mediates the relationship between people management and organizational  
performance. Furthermore, his model suggests that organizational improvement comes from increased  
employee performance and service value through organizational investments in training, development,  
and people-oriented management.  
There is still early research focused on customer perception in human resources in Ecuador, but there are  
some contributions. For example, Amaya et al. (2020) diagnosed the organizational climate of companies  
in the service sector in Guayaquil. Some of the variables identified were integrated communication,  
internal leadership, and organizational commitment. Their suggestions indicate that human resources  
should be more consultative and service-oriented.  
Contemporary Trends and Research Gaps  
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Stone et al. (2015) reported that digital changes in HR, through changes in HRIS systems and self-service  
portals, have changed employee expectations regarding efficiency, ease, and personalization in relation  
to HR services. Employees have dehumanized their relationships with HR. Stone et al. (2015) suggest  
that even if technology can improve efficiency, the operational balance between technology and human  
aspects should be discouraged.  
Parry and Battista (2019) analyzed the impact of merging corporate social networks and collaborative  
tools on the flow of communication between human resources and employees. While these tools can offer  
instant feedback and assist in the collaborative construction of solutions, they can also create an  
expectation of instant communication. This can be especially concerning for human resources units that  
are limited in resources and budget.  
Carnevale and Hatak (2020) studied how the pandemic forced a quick shift to remote work for employees,  
and the immediate changes (or lack of changes) that HR departments had to make. They found that  
organizations where the HR departments were flexible, open communicators and prioritized employees,  
had employees experience lower work-related stress and had the organization demonstrate higher levels  
of resilience.  
Even with this research, there are still serious gaps in the literature. Research that integrates the internal  
customer's point of view remains limited in Latin America and especially in the insurance industry in  
Ecuador. There are also few studies that use mixed methods to take into account service perception in  
quantitative dimensions and employee experience with qualitative dimensions of human resources.  
This research intends to fill the perception gaps of internal customers of the Human Resources department  
and analyzes an Ecuadorian insurance company case study through the perceptions of service quality,  
organizational climate, service training, service culture, etc. This study provides an understanding of  
different HR practices and the employee experience to assist in the constant improvement of personnel  
management in the service industry.  
METHODS  
Research Design  
A mixed approach with a quantitative predominance was chosen, a methodological hybrid that allows  
stories to be told with numbers without losing sight of the fact that behind each piece of data there is a  
person who arrived late to their desk because HR did not process their vacation request on time. The study  
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is descriptive-correlational, cross-sectional, with a non-experimental design that respects the natural flow  
of work dynamics without artificially intervening in them.  
Context and Participants  
The setting for this research is an educational services provider. The study population consisted of the  
internal clients of the HR staff themselves.  
A non-probabilistic convenience sampling was used, as not all samples can be probabilistic when working  
with limited resources and tight deadlines, seeking to achieve the greatest possible representativeness  
within operational constraints. Participation was voluntary, anonymous, and the absolute confidentiality  
of responses was guaranteed, which were fundamental aspects for people to share their perceptions  
without fear of reprisals or identification.  
There was a considerable mix of ages, with new employees in their twenties just starting out to older  
employees with years of experience in the industry. All of these employees came from different  
departments, from sales to technology and administration. All of these different backgrounds give us the  
opportunity to see the same problem in the organization in different ways.  
Data Collection Procedure  
Data collection was carried out using an electronic questionnaire, because we are in the 21st century and  
paper is for the nostalgic; this allowed participants to answer the questionnaire from their computers or  
mobile devices at the time and place of their choice. This virtual modality had multiple advantages:  
immediacy in data capture, reduction of transcription errors, ease of subsequent analysis, and, perhaps  
most importantly, a sense of privacy that probably generated more honest responses than if someone from  
HR were looking over their shoulders.  
The first step in the process involved obtaining approval from the company's senior management (an  
inevitable step, albeit a rather bureaucratic one) to address the purpose, scope, and ethical concerns of the  
study. After that, a broad call for participation was sent out, along with the informed consent document,  
which explained the participant's rights, how the information could be used, and the guarantee of  
confidentiality. Participation was completely voluntary, and no one was required to participate.  
The collection window remained open for approximately two weeks, long enough for people to respond  
without pressure but not so long that the topic lost relevance or participants forgot about the survey in  
their inboxes. Friendly reminders were sent, never invasive, to maximize the response rate without  
becoming that annoying email that everyone ends up deleting without reading.  
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Data Analysis  
The collected data was treated with the respect it deserves: cleaned, coded, and organized into a matrix  
that allowed for systematic analysis. Descriptive statistics were used as the main tool—frequencies,  
percentages, measures of central tendency, distributions—because sometimes simplicity is more  
revealing than complexity. The goal was not to impress with sophisticated mathematical models but to  
understand patterns, trends, and critical points.  
Specialized software was used for processing (probably Excel or SPSS, tools that, although sometimes  
ridiculed by purist statisticians, perform their function perfectly when used appropriately). The results  
were visualized using graphs and tables that transform rows of data into visual narratives that are  
understandable even to those who do not speak the language of statistics.  
The analysis did not stop at reporting percentages; it explained the relationships between variables,  
comparisons made between different demographic groups, and ranges between different departments. For  
example: Do people aged 25 to 45 perceive HR in the same way? Is there a difference between  
commercial and administrative areas? Does the perception of service quality differ according to gender?  
These second-level questions are what really make this study worthwhile.  
Ethical Considerations  
The analysis did not stop at reporting percentages; it explained the relationships between variables,  
comparisons made between different demographic groups, and ranges between different departments. For  
example: Do people aged 25 to 45 perceive HR in the same way? Is there a difference between  
commercial and administrative areas? Does the perception of service quality differ according to gender?  
These second-level questions are what really make this study worthwhile.  
It was ensured that the results would be reported in aggregate form, without singling out specific  
departments in a way that could lead to stigmatization or retaliation. The information collected was stored  
in secure systems with restricted access, and a commitment was made to destroy personal data once the  
analysis was complete. Because if one thing should be clear, it is this: the pursuit of organizational  
knowledge never justifies violating the dignity or safety of the people who generously share their  
experience.  
Limitations of the Study  
No research is perfect, and recognizing limitations is not an admission of failure but an exercise in  
intellectual honesty. This study has several limitations that should be considered when interpreting the  
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results. First limitation: non-probability sampling prevents the findings from being generalized to the  
entire population with strict statistical rigor. The results are indicative, suggestive, and guiding, but not  
conclusive in the most rigorous sense of the term.  
Second limitation: the cross-sectional method shows us that there is a specific moment in time when this  
‘snapshot’ could look different if taken 6 months earlier or later. Depending on recent events  
(restructuring, new people, an organizational crisis), these HR perceptions could change, but this study is  
not able to capture these time-related changes.  
Third limitation: Although the instrument was developed with great care, the design did not undergo  
rigorous psychometric validation processes. In simpler terms, the instrument measures something  
relevant to the perception of the service, but we lack the universal certainty that it measures what it is  
intended to measure with the accuracy of a scientifically validated instrument.  
Fourth limitation: With respect to the educational service provider’s context, it requires adjustment to  
generalize the findings to other domains, organizations, or contexts. What is workable or unworkable  
about this initiative could be entirely different in a technology startup, an NGO or a government agency.  
TOOL  
General Description  
The instrument used to evaluate internal customers in this research is a structured 14-question survey  
designed to measure the perception of service quality, training, and organizational commitment among  
employees of an educational services provider.  
Structure and Characteristics  
Demographic Data  
The survey begins by collecting basic information:  
• Gender (Female/Male)  
• Age (18-28, 29-39, 40 and above)  
Types of Questions  
Dimensions Evaluated  
1. Quality of Interdepartmental Service  
• Identification of problems between areas (P1)  
• Areas with the most complaints from policyholders (P2)  
• Response times to requests (P3)  
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• Characteristics of claims service: speed, efficiency, and problem-solving ability (P4)  
2. Organizational Climate and Attitude  
• Perception of attitude in different areas (P5)  
• Level of staff motivation (P9)  
• 3. Training and Competencies  
• Staff training assessment (P6)  
• Priority skills for hiring (P7)  
• Investment in training programs by area (P8)  
4. Organizational culture  
• Existence of a culture of service toward internal customers (P10)  
• Established service parameters (P12)  
• Evaluation methods applied (P13)  
5. External Customer Service  
• Quality of service offered to external customers through specific variables (P11): attitude, eye  
contact, advice, understanding, and willingness  
6. Willingness to Change  
• Need to implement improvements (P14)  
RESULTS  
Figure 1 shows the gender distribution.  
Gender  
Male  
Female  
Figure 1. Gender distribution.  
This figure shows the breakdown between female and male participants in the study. It is the typical  
demographic starting point that every researcher uses to contextualize who responded to the survey. The  
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interesting thing here is not just counting heads but understanding whether there is balance or whether  
one gender is overrepresented, which could skew perceptions of HR depending on whether certain  
policies or services affect men and women differently.  
Figure 2 shows the age distribution: 18-28, 29-39, 40 and above.  
Age  
18-28  
29-39  
Over 40  
Figure 2. Age distribution.  
The graph is revealing because there are likely to be different expectations regarding human resources  
depending on age. People in their 20s tend to appreciate improvisation and the ability to develop quickly.  
People in their 30s tend to seek more concrete benefits and a supportive environment for the stability they  
seek. People in their 40s and older tend to value security and want to be appreciated for their experience.  
Figure 3 represents the Interdepartmental Service Quality dimension  
Percentages  
87  
86  
86  
85  
84  
83  
82  
82  
81  
80  
P3  
80  
80  
79  
78  
77  
P1  
P2  
P4  
Percentages  
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Figure 3. Interdepartmental Service Quality dimensión.  
This dimension measures the quality of collaboration between the different parts of an organization. It  
does not only measure courtesy, but also the operational efficiency refers to how quickly administrative  
and technical requests are responded to. We know that the average score was 82.  
Figure 4 represents the Organizational Climate and Attitude dimension.  
Percentages  
83  
82  
81  
80  
79  
78  
77  
76  
75  
74  
82  
77  
P9  
P5  
Organizational Climate and Attitude  
Figure 4. Organizational Climate and Attitude dimension.  
This part measures how enthusiastic people are and how willing they are to help. It attempts to find out  
whether coworkers genuinely want to help or if they simply do not care. The average score was 79.5.  
Figure 5 represents the Training and Competencies dimension  
Percentages  
82  
81  
81  
80  
80  
79  
78  
77  
77  
76  
75  
Q6  
P7  
P8  
Training and Skills  
Figure 5. Training and Competencies dimension.  
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The interpretation of this figure focuses on the development of intellectual capital. It evaluates whether  
current training programs are sufficient and whether investment in training is distributed strategically  
across areas. The average score obtained was 79.3.  
Figure 6 represents the Organizational Culture dimension  
Percentage  
77.5  
77  
77  
77  
76.5  
76  
75.5  
75  
75  
74.5  
74  
P10  
P12  
P13  
Organizational Culture  
Figure 6. Organizational Culture dimension.  
Here, the degree of institutionalization of internal service is analyzed. The figure examines whether  
attention to colleagues is governed by clear and formal parameters or whether it is left to the free will of  
the individual. The average obtained was 76.3.  
Figure 7 represents the External Customer Service dimension  
Percentage  
90  
78  
80  
70  
60  
50  
40  
30  
20  
10  
0
P11  
External Customer Service  
Figure 7. External Customer Service dimension.  
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This dimension connects the internal experience with the impact on the market. It analyzes direct  
behavioral variables such as empathy, eye contact, and professional advice. The average obtained was  
78.  
Figure 8 represents the Willingness to Change dimension.  
Percentage  
77  
90  
80  
70  
60  
50  
40  
30  
20  
10  
0
P14  
Willingness to Change  
Figure 8. Willingness to Change dimension.  
This figure measures the resilience and openness to innovation of the workforce. It reflects the collective  
awareness of the need to implement improvements in current processes. The average score was 77.  
DISCUSSION  
The findings of this research corroborate that the internal customer's perception of the Human Resources  
(HR) department is a multidimensional construct that directly impacts the operations and culture of  
service companies. The results obtained in the different dimensions suggest an organization with a solid  
operational base but with significant challenges in institutionalizing its service culture.  
The Interdepartmental Service Quality dimension obtained the highest average (82). This data is  
significant, since efficiency in response times and the ability to solve technical and administrative  
requirements are pillars of the "strength of the HR system." As Bowen and Ostroff (2004) suggest, when  
HR practices are perceived as consistent and efficient, organizational ambiguity is reduced and collective  
performance is facilitated.  
With an average of 79.5, the Organizational Climate and Attitude dimension reflects a predominantly  
positive environment. However, it is imperative not to underestimate the existing gap, as Nishii et al.  
(2008) indicate that the impact of management practices depends on the attributions that employees make  
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about the company's intentions. A healthy internal service attitude is the necessary precursor to a  
successful external "service climate," aligning with the service-utility value chain thesis of Heskett et al.  
(1994).  
The greatest concerns relate to Organizational Culture (76.3) and Willingness to Change (77). The low  
score for culture indicates that, even when there is goodwill, internal customer service lacks formal  
measurement and service delivery standards. The absence of such institutionalization paves the way for  
highly variable service delivery. Similarly, a moderate readiness for change indicates a window of  
opportunity in relation to digital transformation; however, Stone et al. (2015) warn that in the  
implementation of HRIS systems, there is a concern that technological efficiency will lead to the  
dehumanization of the employment relationship.  
The vision of External Customer Service (78) reflects management from within. This goes hand in hand  
with Grönroos' (1981) perception that the employee is the organization's first market. If human resources  
do not succeed in maximizing the employee (internal customer) experience, the quality perceived by the  
policyholder or end customer will always be limited.  
CONCLUSIONS  
This study corroborates the internal customers' evaluation of the Human Resources department as a  
pivotal factor in the organization’s well-being and the external service quality. With respect to the  
evaluation of the collected data, the following points are made.  
The relationship between the External Customer Service factor (78 points) and Interdepartmental  
Management (82 points) is evidence that a productive HR administrative service allows employees to  
demonstrate the level of empathy and consultation that the market expects.  
Strength in Operational Efficiency: The organization demonstrates outstanding capacity in resolving  
technical and administrative requirements. This operational agility is fundamental, since, according to the  
literature, the "strength" of an HR system depends on its processes being perceived as distinctive and  
consistent by the workforce.  
Vulnerability in Cultural Institutionalization: The largest gap in the Culture Division is the Organizational  
Culture Dimension (76.3 points). A deeper analysis leads to the conclusion that the most critical approach  
to be adopted is the shift from a service model based on individual will to one that is centered on definable  
service parameters and systematic evaluation. In the absence of this change, the quality of internal  
services will be unpredictable at best and, at worst, the quality of service may simply be absent.  
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Training as a Strategic Focus: The most highly rated area (79.3 points) is investment in training, but we  
cannot stop there either. We need to focus on training as an emotional anchor. For training to impact  
performance, it is crucial that employees feel that training has a purpose beyond operational oversight.  
Resilience and Openness to Change: The evident willingness of staff to change (77 points) is testimony  
to the fact that the foundations for change are in place for the improvement of human management  
processes. However, it should be clear that in any future digital transformation, the balance between  
automation and human contact must be preserved to avoid work isolation and the psychosocial  
deterioration of the organization.  
Future lines of research  
Below are two lines of future research derived from the analysis and theoretical basis of the study:  
Impact of digitization on the humanization of internal service: It is pertinent to investigate how the  
implementation of human resource information systems (HRIS) and self-service platforms affects the  
balance between operational efficiency and the warmth of human interaction. Given the risk of  
dehumanizing the employee-HR relationship, future studies should evaluate whether process automation  
in service companies strengthens or weakens emotional commitment and the perception of organizational  
justice in the Latin American context.  
Influence of internal marketing on resilience and external customer performance: It is suggested that the  
causal relationship between internal marketing strategies and the responsiveness of employees to  
organizational crises be explored in greater depth. It is essential to determine whether a robust internal  
customer orientation not only improves the work environment but also acts as a predictor of  
organizational citizenship behaviors that directly impact end-customer loyalty and satisfaction in highly  
interactive sectors.  
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COLLABORATIVE WORK TABLE  
Role  
Author(s)  
Conceptualization  
Method  
García González Juan Manuel  
Silva Martínez Mario Héctor, García Guerrero Braulio Rene  
Martínez Vela Carlos Alberto, López Martínez Brenda  
García González Juan Manuel  
Software  
Validation  
Formal Analysis  
Research  
Silva Martínez Mario Héctor, García Guerrero Braulio Rene  
Martínez Vela Carlos Alberto, López Martínez Brenda  
García González Juan Manuel  
Resources  
Data curation  
Silva Martínez Mario Héctor, García Guerrero Braulio Rene  
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Writing - Preparation  
of the original draft  
Writing - Review and  
editing  
Martínez Vela Carlos Alberto, López Martínez Brenda  
García González Juan Manuel  
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