The Role of Im

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INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS VOL 4, NO 9
THE IMPACT OF INTERNAL MARKETING ON EMPLOYEE’S

JOB SATISFACTION OF COMMERCIAL BANKS IN JORDAN
Sulieman Ibraheem Shelash Al-Hawary

Associate Professor of Business Management, Department of Business Administration, Faculty
of Finance and Business Administration, Al al-Bayt University, P.O.BOX 130040, Mafraq
25113, Jordan.
Kamal A. M. Al-Qudah
Associate Professor, Dean, Faculty of Business and Finance, American University of Madaba,
Petra Mash’al Abutayeh
Researcher, Department of Accounting, Faculty of Business and Finance, American
University of Madaba Jordan.
Sherrihan Mash’al Abutayeh

Dyala Yahya Al-Zyadat

Abstract
The aim of the study was to examine the impact of internal marketing practices represented
by the empowerment, training, leadership and motivation, on job satisfaction of Jordanian
commercial banks. The target population of this study was employees of commercial banks in
Jordan.. A random sample was selected from this population. The data collection resulted in
203 answers from employees of commercial banks in Amman. The constructs in this study
were developed by using measurement scales adopted from prior studies. The instrument was
evaluated for reliability and validity. Statistical Package (SPSS) was used to test hypothesis.
Based on the statistical analysis and the values, Training and development has the highest
impact on employees job satisfaction followed by Motivation, Empowerment,
Communication, respectively. Thus, there is effect of the internal marketing practices on
employees job satisfaction. Provided the above results and statistics, and due to the critical
economic situation in Jordan, and the expensive cost of living, taking into consideration that
the human power is the greatest resource in Jordan, decision makers and managers have to
give motivation their full focus and attention in turning their employees into their most
reliable and permanent asset. And they have to focus on developing the different skills in the
employees and encourage them to be creative and discover their abilities by assigning them in
training courses that suit each employee skills or his/her interest.
Keywords: Internal marketing, Job satisfaction, employees, commercial banks, Jordan
1. Introduction
To transform from a very small fish to become the big one and then the biggest among
all, lays the importance of marketing. Any manager knows that the right question is how
much do we need marketing? Aghazadeh et al. (2007) implied that the main reason for the
mangers in the organization to focus on customer satisfaction and competition in the markets
are because of the main characteristic that is dynamicity of the environment. No one can
ignore the importance of marketing in all kind of businesses, small or large, profit or non -
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profit organizations, due to the advanced technology that invaded all the fields in the 21st
century, which also resulted in new markets emerging and the competition level getting higher
and higher by the passage of time. To win the competition and become a big fish the
organization must satisfy its customers. Satisfied customer can be achieved if the employees are
satisfied (Schultz, 2002; Kotler, 2000; Pitt, Bruwer, Nel and Berthon, 1999), satisfying our
employees can be easily achieved through internal marketing.
Since Berry et al. (1976) the marketing literature has been discussing the internal
marketing for almost four decades now. Sasser and Arbeit (1980) were the first who alluded to
the internal marketing; the term was coined by Berry (1980). Berry (1981) implied that for
any organization to be successful there would be need for organizations to fulfill the needs of
its employees. According to Kotler (2000), internal marketing should be as a priority before
external marketing. IM starts with the organization recruiting the right people in the position
to reach the point where these employees are satisfied and willing to do their job and
accomplish customer satisfaction. The concept of internal marketing has evolved from the
original conceptualization of employee satisfaction/motivation by treating employees as
customers and jobs as products for improving service quality (Sasser and Arbeit, 1976; Berry,
1981). The main concept of internal marketing is to make the employees as important as the
external customers by treating them as internal customers (Grönroos, 1981). The importance
of internal marketing lies in motivating the employees and encouraging them to offer super
services to customers who will improve the customer satisfaction of the company’s services
(Lings and Greenly, 2005).
Job satisfaction is not new in the marketing literature it was first presented in the mid
1930’s (Hoppock, 1935). Employee job satisfaction is derived from the mental and physical
satisfaction they experience in the environment they work in and from the work itself (Tadeka
et al. 2005). The attitude and behaviours of the employees determine the quality of the
services provided to the customers (Tadeka et al. 2005). Ivancevich et al. (1997) state that job
satisfaction is the state a worker has of a feeling how well he/she is in an organization.
When the employers are aware of the needs of their employees, customers will be more
satisfied (Zeithaml et al., 1988; Bitner et al., 1990). Therefore, in relating with to win competitions,
and become the biggest fish among all as stated above. Successful marketing can be achieved if the firms are
involved both in external and internal marketing (Caruana and Calleya, 1998). Most especially in this era
that most of the service organizations are striving to exceed the expectation of its customers in
order to promote satisfaction and loyalty among the shareholders (Ballantyne et al., 1995).
The importance of the employees' role has led service organizations to adopt internal
marketing and hence, treat their employees as internal customers (Mishra, 2010).
The study intended to investigate the effect of internal marketing practices represented
by the empowerment, training, leadership and motivation, on job satisfaction of Jordanian
commercial banks. The remaining sections of this empirical paper are arranged in the
following manner. Literature review and hypotheses development in section 2. The research
model is presented in section 3. The research methodology is discussed in section 4, including
detailed information on the Measures, Sample, Data Gathering. Data analysis performed in
this study, followed by a presentation of the results and Analysis in section 5. Discussion
presented in section 6. Followed by managerial implications in section 7. Finally, the
limitation of the study in addition to direction for future researches presented in section 8.

2. Theoretical framework and Hypotheses development

2.1 Internal Marketing
The term internal marketing appears to have been first used by Berry et al. (1976) and later by
George (1977) and Thompson et al. (1978, p. 243) and Murray (1979). Many proponents of
IM follow Berry’s (1980) original view point that concentrate on its relevance to service firms
in particular; and in general, by seeing the employee as an internal customer, who is an
important party in delivering satisfaction to external customers, (as cited Pitt M. et al, 1999).
There are many definitions of internal marketing found in the past decade with some authors
viewing internal marketing as either a concept, a philosophy or a management practice (e.g.
Grönroos, 1985; George, 1990; Wilson, 1990 as cited by Lings, 2000). Internal marketing is
defined as treating both employees and customers with equal importance through proactive
programs in order to achieve the objectives of the organization (Woodruffe, 1995). Grönroos
(1981) defined internal marketing as the behavior of selling a corporation to its internal
customers (employees) under the principle that highly satisfied employees will help create a
market-oriented and customer-centered corporation. The concept of internal marketing is
viewed “employees as customers’’, so internal customers need to have their needs satisfied
(Berry, 1981). Internal marketing is also defined as “The planned use of communication
actions to systematically influence the knowledge, attitudes and behaviours of current
employees” by Stauss and Hoffman (2000). Rafiq and Ahmed (2000, p. 449) stated that IM
was: "A planned effort using a marketing-like approach to overcome organizational resistance
to change and to align, motivate, and inter-functionally co-ordinate and integrate employees
towards the effective implementation of corporate and functional strategies in order to deliver
customer satisfaction through a process of creating motivated and customer oriented
employees".
While the dimensions of internal marketing measurement as discussed by Hogg et al.,
(1998) are: communication, staff training; appraisal and feedback; and customer
consciousness. Berry et al. (1976) involve actions such as employee attraction and selection,
employee socialization, empowerment, participation in decision making and establishment of
accurate and open information between employees and management. Service training
programs, performance incentives, and vision for service excellence key elements of internal
marketing (Tsai and Tang, 2008). Lings and Greenley (2005) has recently been adopted for
other studies (Gounaris, 2006), as it goes beyond the mere enumeration of human resources
management activities (selection, training and development, incentive systems or
empowerment) shown by other constructs in order to represent internal marketing (Ahmed et
al., 2003; Foreman and Money, 1995; Tansuhaj et al., 1987). Rafiq and Ahmed (2000)
identify the main elements of internal marketing as employee motivation and satisfaction,
customer orientation and customer satisfaction, inter-functional co-ordination and integration,
marketing-like approach to the above, and implementation of specific corporate or functional
strategies. Ching and HsinHsin (2007) identified five dimensions of internal marketing:
training, administrative support, internal communication, external communication, human
resources management., communication, and training and development.
Motivation: According to Mark et al. (1998) Motivation is “the movement of workers to act in
a desired manner”. Motivation is defined by Turner (1995) as “voluntary uses of high-level
self-regulated learning strategies, such as paying attention, connection, planning, and
monitoring” (p. 413). According to Broussard and Garrison (2004) motivation is “the attribute
that moves us to do or not to do something” (p. 106).
Empowerment : Participation is a process by which influence is shared among individuals
who are otherwise hierarchical unequal (Locke and Schweiger, 1979; Wagner, 1994).

Empowerment has been described as a venue to enable employees make decisions (Bowen &
Lawler, 1992) and as a personal experience where individuals take responsibility for their
own actions (Pastor, 1996).
Communication: According to Naude et al. (2002), Communication is a vital prerequisite for
a well-functioning IMO culture. Without people being able or prepared to communicate with
each other, there will be no inter-departmental or inter functional co-ordination. According to
Dwyer (2005) communication is defined as “the process whereby people within an
organization give and receive messages” as cited by Tourani et al. 2012. According to Ahmed
and Rafiq (2002).
Training and development: training increase or develop the managerial skills (Rosti &
Shipper, 1998). Abiodun (1999) submitted that: Training is a systematic development of the
knowledge, skills and attitudes required by employees to perform adequately on a given task
or job (Abiodun, 1999, as cited by Saleem et al. 2011).
2.2 Job satisfaction

Job satisfaction represents one of the most complex areas facing today’s managers when it
comes to managing their employees. What do we mean by job satisfaction? Why job
satisfaction is important? Does job satisfaction really affect the employee attitudes toward
their work and duties?! Job satisfaction is directly related with the positive job performance .
Different researchers have different approaches towards defining job satisfaction (Vroom,
1964; Spector, 1997; Statt, 2004; Armstrong, 2006). Locke (1979) defined job satisfaction
and dissatisfaction as “that job satisfaction is the pleasurable emotional state resulting from
the appraisal of one’s job as achieving or facilitating one’s job values”. Spector (1997)
defined Job satisfaction as “the extent to which people like (satisfaction) or dislike
(dissatisfaction) their jobs”. Shimizu et al, (2005); Suzuki et al. (2006) refers to job
satisfaction as a joyful or positive emotional state regarding work or the work experience.
Vroom (1964) defined job satisfaction as affective orientations on the part of individuals
toward work roles which they are presently occupying. Job satisfaction is seen by many
researchers as the general attitude which is the result of many specific attitudes (Reddy &
Rajasekhar, 1990). Kaliski (2007) implies that Job satisfaction is the key ingredient that leads
to recognition, income, promotion, and the achievement of other goals that lead to a feeling of
fulfillment. One of the main factors when it comes to efficiency and effectiveness of business
organizations is job satisfaction (Aziri, 2011). Job satisfaction is of vital importance for the
growth of any organization.
2.3 Internal marketing and job satisfaction

The relation between internal marketing and job satisfaction had been the concern of many
researchers (Rajyalakshmi and Kameswari, 2009). If an organization implements internal
marketing then the organization is upgrading job satisfaction for employees which will lead
definitely to enhancing the performance of the organization this is the result of a lot of
researches (Tansuhaj et al. 1991; Rafiq & Ahmed, 2000; Conduit and Mavondo, 2001). An
empirical study conducted on the impact of internal marketing factors on job motivation and
job satisfaction in the retail stores revealed that the working conditions and hours, hygiene
&sanitation, rest rooms, support from superior, and attitude of colleagues have highest
influence on job satisfaction and motivation (as cited by Rajyalakshmi and Kameswari
(2012)). In a study by Al-Borie (2012) to examine the impact of internal marketing on job
satisfaction and organizational commitment of the teaching hospitals in Kingdom of Saudi
Arabia. The independent variables are internal marketing factors was represented by these
variables namely selection and appointment, training and development, organizational
support, incentives and motivation, and retention policy, The research's findings showed that
internal marketing had a positive effect on Saudi teaching hospitals physicians' job
satisfaction, and organizational commitment.
Internal marketing has a positive effect on the job satisfaction of hospital staff in Northern
Greece. Also, doctors and male personnel seem to have greater levels of job satisfaction. Staff
with time-defined work contracts with the hospital are more satisfied than permanent staff,
and as the staff age, there is a slight decline in job satisfaction (Efthymios and Constantinos,
2011). Internal marketing had a positive influence to nurses' job satisfaction (Peltire et al.,
2008). We have argued that internal marketing the reason for job satisfaction. Based on the
review of the literature, hypotheses were formulated as follows:
H1. IM practices are positively associated with employees job satisfaction of Jordanian
commercial banks.
More specifically:
H1a. Motivation is positively related to employee’s job satisfaction.
H1b. Empowerment is positively related to employee’s job satisfaction.
H1c. communication is positively related to employee’s job satisfaction.
H1d. Training and development is positively related to employee’s job satisfaction.
3. Research Framework
Based on study hypothesis, the following theoretical framework, shown in Figure 1, was
proposed in order to show the relationships among independent and dependent variables.
Figure1 Theoretical Model
Motivation
Empowerment
Employee’s job
satisfaction
Communication
Training
4. Methodology
In this section, we discuss measures, sample and data collection as well as the statistical tests
used to evaluate the hypothesis.
4.1 Population and Sample

The target population of this study was employees of commercial banks in Jordan. Survey
data had been collected at the mid of December 2012. The surveys have not been coded and
all participants have been kept anonymous. There have been 300 surveys mailed out to
employees of commercial banks in Amman (capital of Jordan). Of the 300 questionnaires
posted, a total of 213 questionnaires were returned after one follow-up. About 10

questionnaires were eliminated due to largely missing values. The overall response rate was
thus 67.7 percent (203/300), which was considered satisfactory for subsequent analysis.
4.2 Sample characteristics

The data collection resulted in 203 answers from employees of commercial banks in Amman.
A total of 203 of these questionnaires were completed and used in the data analysis
representing a response rate of 67.7 percent. Of the respondents, 60.6 percent are males and
39.4 percent are females. Regarding age 15.8 percent the respondents were with age Less than
25, 57.6 percent with age 25- less than 35, 11.3 percent with age 35- less than 45, the lowest
percentage was with age 45 and more. Regarding qualification, 83.3 percent having Bach
degree forms the highest percentage and 9.3 percent having Diploma degree forms the lowest
percentage.
Variable N %
Male 123 60.6
Gender
Female 80 39.4
Less than 25 32 15.8
25- less than 35 117 57.6
Age
35- less than 45 23 11.3
45 and more 31 15.3
Diploma 15 7.4
Education Bach 169 83.3
Higher education 19 9.3
Table.1. Sample Characteristics
4.3 Measures
The constructs in this study were developed by using measurement scales adopted from prior
studies. Modifications were made to the scale to fit the purpose of the study. All constructs
were measured using five-point Likert scales with anchors strongly disagree (= 1) and
strongly agree (= 5). All items were positively worded. IM practices measures were adapted
from previous studies Berry et al. (1976), and Lings and Greenley (2005), Hogg et al., (1998),
Tsai and Tang, (2008), and Rafiq and Ahmed (2000). For the current study, the following
internal marketing constructs identified as internal marketing dimensions, motivation,
empowerment, training, and leadership. Four items to measure empowerment were adopted
from Gounaris (2008a), and Gounaris (2008b) which had a reported reliability coefficient of
.82 . Six items to measure training and development were adopted from Pervaiz et al.,
(2003), Gounaris (2008a), and Gounaris (2008b). Which had a reported reliability coefficient
of .78. Five items to measure communication were adopted from Gounaris (2008a), and
Gounaris (2008b). Which had a reported reliability coefficient of .73. Five items to measure
motivation were adopted from Gounaris (2008a), and Gounaris (2008b). Which had a
reported reliability coefficient of .84. Employees job satisfaction measures were adapted
from previous studies Williams (2004), Rue and Byars (2003), and Kaliski (2007). Ten items
for measuring the employees job satisfaction were adopted from Spector (1997) which had a
reported reliability coefficient of .86.
4.4 Factor analysis

A principal component factor analysis was conducted to validate the underlying structure of
the internal marketing practices and employees job satisfaction (Table 2). Results of the factor
analysis indicated the existence of five significant dimensions with eigen values greater than
one.

Factor % of
Construct and item Mean SD Eigenvalue Reliability
Loading Variance
Motivation 3.69 .89 3.264 42.567 .84
When I do something extraordinary
I know that I will receive some .56
financial bonus/reward
My income and the annual increases
are dependent only to the Union’s .67
bargaining with the employers side
are very closely tied to my .72
qualifications and my performance
Everyone gets an annual bonus
.59
regardless of their performance
are much related to those of people
.68
with similar qualifications working
in this or any other industry
Training and development 3.52 .87 3.121 52.103 .78
In this company. Training is closely
related to the individual needs of .64
each employee.
A newly hired employee will have to
find his own answers to the .73
requirements of the job
Before the implementation of a
major change in service rules we
always get significant training .67
regarding its impact on our daily
activities and job description.
If one is moved from one
department to another, the new
supervisor will personally train .62
him/her for a pre-specified period of
time.
In this company. They set aside
adequate resources to train .71
employees
Training and development
programme is clearly directed at
.65
creating the competencies that are
important to our business
Communication 3.64 .87 2.64 33.624 .73
Before any policy change my
supervisor informs me phase-to- .63
phase in advance
Supervisors are sincerely
interested in listening to what
subordinates have to say about their .78
jobs, the problems they have and the
solutions that subordinates suggest
If an employee has a certain
personal problem that influences
negatively his (her) work .56
performance, (s)he is encouraged to
discuss it with his/her supervisor
Supervisors in this company are .59

Factor % of
Construct and item Mean SD Eigenvalue Reliability
Loading Variance
never too busy if one of their
subordinate wishes to meet
personally
Supervisors are expected to
spend time with their subordinates,
explaining them company objectives
.69
and how these objectives affect what
the company expects from each
individual employee
Empowerment 3.53 .94 3.28 44.628 .82
My supervisor allows me to use my
.82
own judgment in solving problems
My supervisor encourages me to
.67
take initiatives
My supervisor allows me a high
.69
degree of initiative
My supervisor trusts me to exercise
.73
good Judgment
Job satisfaction 3.76 .82 2.856 52.364 .86
Financial incentives motivates me
.64
more than non financial incentives
I am satisfied with the salary I draw
.57
at present
I feel that my superior always
.67
recognizes the work done by me
.I am satisfied with the responsibility
.82
and role that I have in my work
.I am satisfied with the support from
.66
the HR department
I generally like to schedule my
own work and to make job-
.62
related decisions with a minimum of
supervision.
Visibility with top management is
.77
important to me.
The medical benefits provided in the
.68
organization are satisfactory.
I feel that the job I do gives me a
.55
good status.
The employees in the organization
.64
feel secured in their job.
Table.2. Factor analysis of the study variables

The KMO measure of sampling adequacy value for the items listed below (table (3))
indicating sufficient intercorrelations with the Bartlett’s Test of Spehericity was also found to
be significant. These dimensions were four listed under internal marketing practices namely
motivation, empowerment, communication, and training and development, respectively and
job satisfaction .
Bartlett’s Test of Sphericity
Kaiser-Meyer-Olkin
Variables Values Sig. df Approx.Chi-Square
Motivation .825 .000 10 124.215
Empowerment .762 .000 12 98.564
Communication .743 .000 15 87.325
Training and development .684 .000 20 111.63
Job satisfaction .652 .000 10 92.354
Table.3. Kaiser-Meyer-Olkin and the Bartlett’s Test of Sphericity
4.5 Correlation analysis: relationships between the variables

A correlation matrix was constructed using the variables in the questionnaire to show the
strength of relationship among the variables considered in the questionnaire. According to
Kline (1998), correlation matrix is defined as ``a set of correlation coefficients between a
number of variables''. SPSS version 7.0 was used.
Variables M E C TD JS
Motivation (M) 1
Empowerment (E) 0.319** 1
Communication(C) 0.344** 0.328** 1
Training and development (TD) 0.353** 0.357** 0.319** 1
Job satisfaction (JS) 0.325** 0.273** 0.344** 0.334** 1
** Correlation is significant at the 0.01 level (2-tailed).
Table.4. Summary of correlations of internal marketing practices and job satisfaction.
As shown in table (4), the correlation matrix indicates that internal marketing practices
were positively and moderately correlated with job satisfaction. The highest coefficient of
correlation in this research between internal marketing practices is 0.357, which is below the
cut-off of 0.90 for the collinearity problem. Thus, multicollinearity problem does not occur in
this research (Hair et al., 1998). These correlations are also further evidence of validity and
reliability of measurement scales used in this research (Barclay et al., 1995; Hair et al., 1998).
There was a significant positive relationship between Communication and job satisfaction (r =
0. 344, n = 203, p ≤ 0.01). The positively correlation were also for Training and development
and job satisfaction (r = 0. 334, n = 203, p ≤ 0.01), Motivation and job satisfaction (r = 0. 325,
n = 203, p ≤ 0.01), Empowerment and job satisfaction (r = 0. 273, n = 203, p ≤ 0.01)
respectively . In other words, the results indicate that the most important internal marketing
practices on job satisfaction was Communication, which goes to prove that Communication
was perceived as a dominant internal marketing practice; improvements on job satisfaction
levels was significant.
5. Data Analysis
The statistical computer program used for the questionnaires data analysis was SPSS for
Windows Version 11.0. Correlation studies were used to determine the relationship between
internal marketing practices on employees job satisfaction. internal marketing practices were
regressed against employees job satisfaction. The multiple regression analysis was used to
further explain the significance of the independent and dependent variables. The statistical

significance difference targeted was .05 alpha levels which is typical in most research
(Cooper & Schindler, 2006).
5.1 Descriptive statistics analysis

Table (2) indicates that employees of commercial banks in Jordan perceived motivation (with
the highest mean scores, i.e. M = 3.69) to be the most dominant of internal marketing
practices and evident to a considerable extent, followed by communication (M = 3.64),
empowerment (M = 3.53), and training and development (M = 3.52) respectively. Regarding
employees job satisfaction employees of commercial banks in Jordan rated job satisfaction
with mean (3.76).
5.2 Multiple regression analysis

The hypotheses in this study test the four practices of internal marketing as the independent
variables to determine if there is an impact on employees job satisfaction. Multiple regression
analysis was employed to test the impact of internal marketing practices on employees job
satisfaction.
Unstandardized Standardize
coefficients d coefficients
Model t Sig.
Std.
B ß
error
1 (Constant) 0.977 0.176 5.558 0.000
Motivation 0.186 0.047 0.184 3.935 0.000
Empowerment 0.175 0.053 0.156 3.302 0.001
Communication 0.114 0.043 0.123 2.635 0.009
Training and development 0.214 0.033 0.305 6.503 0.000
Notes: R 2 =.0.332 ; Adj. R 2 =0.323 ; Sig. F = .000 ; F-value = 38.249; dependent variable: job satisfaction, p < 0.05
Table.5. Regression Summary of the impact of internal marketing practices on employees job satisfaction.
(N= 203)
The proposed model was adequate as the F-statistics (p-value = 0.000) was significant at
the 5 percent level (p ≤ 0.05). This indicated that overall model was statistically significant
relationship between internal marketing practices and employees job satisfaction. From Table
(5), it can be observed that the coefficient of determination (R 2) was 0.332, representing that
33.2 percent of job satisfaction can be explained by the four practices of internal marketing.
Thus, there is effect of the internal marketing practices on job satisfaction.
Regression analysis indicated that, Training and development had significantly positive
effect on employees job satisfaction (p<0,05; ß =.305). Thus, H1d, proposing that Training
and development is positively related to employees job satisfaction, was supported by this
study. The other result is Motivation had significantly positive effect on employees job
satisfaction (p<0,05; ß =.184). Hence the hypothesis H1a was also supported by the study.
Empowerment had significantly positive effect on employees job satisfaction (p<0,05; ß
=.156). Hence the hypothesis H1b was also supported by the study. Finally, Communication
had significantly positive effect on employees job satisfaction (p<0,05; ß =.123). Hence the
hypothesis H1c was also supported by the study. Based on the values, Training and
development has the highest impact on employees job satisfaction followed by Motivation,
Empowerment, Communication, respectively . Thus, there is effect of the internal marketing
practices on employees job satisfaction.

6. Discussion
This paper is aimed to examine the impact of internal marketing in its four dimensions;
training and development, motivation, communication and empowerment, on Job satisfaction,
in the commercial bank in Jordan.
H1a. Motivation is positively related to employee’s job satisfaction.
One of the research findings that can be concluded from the statistics provided above is
that motivation is positively related to employee’s job satisfaction in the commercial banks in
Jordan. Motivating employees should be one of the main roles of the manager in the
organization; a manager must acknowledge that his/her employees are the most important
asset they have in order to have a distinctive output- whether it is a tangible product or an
intangible service- and costs of investing in this asset will always be for the benefit of the
organization. However, giving the employees sense of achievement, providing them with new
opportunities for advancement and promotions are key motivator that creates positive job
attitudes as identified by Herzberg et al, (1959). This result is also consistent with Ahmad et
al. (2012) finding of the positive correlation between motivation and job satisfaction.
Commercial banks in Jordan are currently implementing motivation as an important
dimension of internal marketing.
H1b. Empowerment is positively related to employee’s job satisfaction.

Participation is a process by which influence is shared among individuals who are
otherwise hierarchical unequal (Locke and Schweiger, 1979; Wagner, 1994). Empowerment
has been described as a venue to enable employees make decisions (Bowen & Lawler, 1992)
and as a personal experience where individuals take responsibility for their own actions
(Pastor, 1996). There is a participatory management that manages the subordinate
participation in decision making process ,taking actions, and solving any problems or
conflicts during job in logical way that fits the organization objectives and the creativity
components is very important for employees to develop a new means to implement their tasks
and in cases including risks, Berry and Parasuraman (1991) also regard empowerment as an
essential aspect of IM. Empowerment or in other words participation of front-line employees
in making decisions related to their routine job activities is directly related to job satisfaction,
previous researchers have also highlighted the significant relationship between empowerment
and job satisfaction (e.g. Spreitzer, 1996; Fulford & Enz, 1995; Hancer & George, 2003).
H1c. communication is positively related to employee’s job satisfaction.

Regarding to Communication: As the above statistics imply, communication has a
positive relationship with job satisfaction in the Jordanian commercial banks. It is a process
where the employees in the organization can transmit their information, ideas, opinions and
plans to other employees or supervising managers. This process can be done through written
media or orally. Managers communicate with the employees to inform them with the new
plans, strategies and the company’s strategic objectives using written letters or memos. On the
other hand, the manager communicates with the employees to provide them with constructive
feedbacks about their work and understand their wants and need. Of course, communications
also involves listening to the opinions and thoughts of the employees and take them into
consideration. When the employees feel that they are good contributors it will encourage them
to involve and participate more for the sake of the organization. Regarding this dimension,
when manager communicates effectively with the employees, listens to their complaints,
answering their questions and provide for them ways to communicate effectively, the
organization will encourage them to enhance their work and feel satisfied about their jobs.

According to Tourani et al. (2012) many researchers assert that communication in

organization has significant effect on employees’ job satisfaction.
H1d. Training is positively related to employee’s job satisfaction.

Recently many researchers are studying extensively the effect of training and development
as a dimension for employee’s job satisfaction and how the job training does and development
related to job satisfaction. Because the organization is aware that its most valuable asset they
have is the human resource, and because the company seek forward higher service quality and
improved performance, thus they organized a training and development programs for its
employees in order to improve their performance and capabilities through investing to have a
skilled, powerful, unique, high service performance (individually or team) and greater
knowledge in different required field even though the organization is aware about the high
cost of this programs but the know that the returned of this method will recover their the cost
of it and also with a good return compensated later on. To be effective, training and
management development programs need to take into account that employees are adult
learners (Forrest & Peterson, 2006). Obisi (1996) submitted that training and development
aim at developing competences such as technical, human, conceptual and managerial for the
furtherance of individual and organization growth.
7. Managerial Implication
Provided the above results and statistics, and due to the critical economic situation in Jordan,
and the expensive cost of living, taking into consideration that the human power is the
greatest resource in Jordan, decision makers and managers have to give motivation their full
focus and attention in turning their employees into their most reliable and permanent asset.
However, in talking about managerial implications, managers and decision makers for
example can give the employees’ salaries for 14 months instead of 12 months in a year, or
give them a percentage of the profits of the organization. It would be a great influence on the
employees if the managers sit a monthly certificate of “the employee of the month” that
would encourage them to do their best. Managers also have to communicate with their
subordinates effectively in order to make them satisfied about their jobs. So, in order to
achieve employees’ satisfaction managers have to make weekly meetings with the employees
to hear their opinions and feedbacks about the job and take what they say into consideration.
Managers have to facilitate the process of generalization of rules and regulations so that every
employee can know the up-to-date rules once they are announced.
Managers and decision makers have to focus on developing the different skills in the
employees and encourage them to be creative and discover their abilities by assigning them in
training courses that suit each employee skills or his/her interest, and it is recommended to
give the timing of the course a great attention, the management ought to specify the time of
the course in the same time as the working hours so instead of going to work they go to
training courses and of course getting paid for these working hours in other words, not to have
these hours subtracted from their monthly salaries, or they can send employees to have the
training course in other country, which will give them a time to relax and consider it as a
vacation but in the same time they are developing their skills for the benefit of the
organization. Managers have to involve the empowerment practice, because it is proved that
when the employees are participants in the decision making process they provide a much
better service to customers. The managers have the choice to encourage the employees in
making decisions in cases where the decision made is simple and a routine decision not a
major one, but this small participation can have a great satisfactory results from the
employees toward their jobs and eventually the satisfaction of the customers.

8. Limitation and Directions for future researches

The study is not without limitations, which, however, future research can address. This study
took four dimensions of internal marketing, future research can adopt more and different
dimensions such as; leadership, human resources management,, retention policy, and many
more dimensions that might affect the employee’s job satisfaction. The study was based on a
small sample. Future research should apply the study’s model on larger population. The
sample also included only the commercial banks in the capital of Jordan (Amman), so all the
respondents of the questionnaire were only from one culture which is the culture of Amman
but it would be a great accomplishment if a future a study tested respondents whom belonged
to different cultures and included all the governorates of Jordan. The study was exclusive to
one type of banks (commercial) and only one sector (financial sector), so it is recommended
to use different bank types such as the Islamic banks or different sectors such as the health
sector or teaching sector, tourism sector also it is recommended to turn this research into a
basic research by making the population the commercial banks throughout Jordan not only the
capital Amman, so its findings can be generalized, and to be subjected to different cultures. It
would be a great advantage to make comparative study with the different bank types, different
sectors, or with other countries.

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About authors
Al-Hawary Sulieman I.SH. is an Associate professor of management, at Faculty of Financial and Business
Administration, Al al-Bayt University, Jordan, he is teaching in the Department of Business Administration for about
10 years. He received his PhD in financial Management from the Rajasthan university, jaipur, India. He possesses an
M.Com from the University of Rajasthan, jaipur, India, and a Bachelor in Commerce from the Yarmouk university in
Jordan. His research interests are supply chain, TQM, service quality, Brand, and HRM.

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ijcrb.webs.

com JANUARY 2013

THE IMPACT OF INTERNAL MARKETING ON EMPLOYEE’S

Sulieman Ibraheem Shelash Al-Hawary

Sherrihan Mash’al Abutayeh

Dyala Yahya Al-Zyadat

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2. Theoretical framework and Hypotheses development

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2.2 Job satisfaction

2.3 Internal marketing and job satisfaction

Figure1 Theoretical Model

4.1 Population and Sample

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4.2 Sample characteristics

4.4 Factor analysis

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4.5 Correlation analysis: relationships between the variables

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5.1 Descriptive statistics analysis

5.2 Multiple regression analysis

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H1b. Empowerment is positively related to employee’s job satisfaction.

H1c. communication is positively related to employee’s job satisfaction.

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According to Tourani et al. (2012) many researchers assert that communication in

H1d. Training is positively related to employee’s job satisfaction.

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8. Limitation and Directions for future researches

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