Internal demarketing in the U.K. Civil Service since the 2007–2009 financial crisis

Abstract

In reacting to the Financial Crisis of 2007–2009, the U.K. Civil Service has sought to redefine its relationship with its employees. The U.K. Civil Service appears to have shifted to a model of employer–employee relationship which segments the workforce, markets itself to its perceived core employees, and demarkets itself to its perceived noncore employees. The findings challenge the previously held assumption that internal demarketing constitutes accidental, manager-level, bungled, but well-intentioned, attempts at internal marketing.