BULE HORA UNIVERSITY

COLLEGE OF BUSINESS AND ECONOMICS

DEPARTEMENT OF MARKETING MANAGEMENT

THE EFFECT OF INTERNAL MARKETING ON JOB SATISFACTION IN

THE HEALTH SERVICES: (IN THE CASE OF BULE HORA HOSPITAL
IN BULE HORA TOWN)

THE SENOR RESEARCH PROPOSAL SUBMITTED TO MARKETING MANAGEMENT IN

PARTIAL FULFILMENT FOR REQUREMENT OF BA DEGREE IN MARKETING
MANAGEMENT.

NAME ID NUMBER

1 CHALTU DUGO 2815

2 TEWODROS ALAMIREW 3702

JAN, 2024

BULE HORA, ETHIOPIA

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 DECLARATION

We undersigned, declared that this proposal entitled ‗‘the effect of internal marketing on job
satisfaction in the health services: (in the case of bule hora hospital in bule hora town) that has not
been presented for any degree in any university, that all sources of materials have dully
acknowledged and we will undertake the research work independently with the guidance
and supervision of principal mr Fikeralem.

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ADVISORS’ APPROVAL SHEET
This is to certify that the proposal entitled “ the effect of internal marketing on job
satisfaction in the health services: (in the case of bule hora hospital in bule hora town) ” submitted
in partial fulfillment of the requirements for the degree of marketing Management, the
graduate program of the Department of Management, and has been carried out by Chaltu
Dugo Wako and Tewodros Alamirew, under our supervision. Therefore we recommend that
the student has fulfilled the requirements and hence here by can submit the proposal to the
departme nt.
_______________________ ______________ _______________
Name of Principal Advisor Signature Date
______________________ _______________ _______________
Name of Co- Advisor Signature Date

ACKNOWLEDGEMENT

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We begin by sincerely thanking our advisor mr Fikeralem next to God for the unyielding support
he give to us in order to produce this paper article in a newspaper or magazine. We appreciate his
effort because he offere as all the necessary guideline we need in order to achieve this academic
task. Also, we deeply thank our family and friends for all the encouragement they gave to us
during this study. Special thanks to our entire respondent for giving us answer to our
questionnaire and those who gave extra support in making our work have a better quality. Above
all, we thank the almighty lord for the strength and knowledge he gave us to |carry out the
academic work.

Table of Contents
CHAPTER –ONE............................................................................................................................1

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1. INTRODUCTION.......................................................................................................................1
1.1 Background of the study....................................................................................................................1
1.2 Background of the organization.........................................................................................................2
1.3 Statement of the problem...................................................................................................................3
1.4 Research question..............................................................................................................................4
1.5 Objective of the study.....................................................................................................................4
1.5.1 General objective of the study....................................................................................................4
1.5.2 Specific objective of the study....................................................................................................4
1.6 Significance of the study...................................................................................................................4
1.7 Scope of the study and Limitation of the study..................................................................................5
1.7.1 Limitation of the study................................................................................................................5
1.8. Organization of the study..................................................................................................................5
CHAPTER –TWO...........................................................................................................................6
2 LITURATURE REVIEW.............................................................................................................6
2.1 Internal marketing..............................................................................................................................6
2.2 dimension of internal marketing........................................................................................................9
2.2.1 Vision.........................................................................................................................................9
2.2.2 Development...............................................................................................................................9
2.2.3 Reward......................................................................................................................................10
2.3 What are levels in internal marketing..............................................................................................10
2.4 Job Satisfaction................................................................................................................................10
2.4.1 Measuring of Job Satisfaction...................................................................................................11
2.4.2Level of Job Satisfaction............................................................................................................12
2.4.3 Job satisfaction factors..............................................................................................................12
2.5 Relationship between internal marketing and job satisfaction.........................................................13
CHAPTER –THREE.....................................................................................................................14
3 METHODOLOGY OF THE STUDY........................................................................................14
3.1 Research design...............................................................................................................................14
3.2 Population of the study....................................................................................................................14
3.3 Sampling technique.........................................................................................................................14
3.4 Sample size......................................................................................................................................15

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 3.5 Source of data..................................................................................................................................16
3.6 Data collection instrument...............................................................................................................16
3.7 Data collection procedure................................................................................................................16
3.8 Methods of data analysis.................................................................................................................16
CHAPTER FOUR.........................................................................................................................18
DATA PRESENTATION, ANALYSIS AND INTERPRETATION...........................................18
4.1 INTRODUCTION...........................................................................................................................18
4.2 Descriptive statistics analysis and discussions on level of internal marketing.................................18
4.2.1 Vision.......................................................................................................................................19
4.2 .2 Development............................................................................................................................19
4.2.3 Rewards....................................................................................................................................20
4.3 Level of job satisfaction...................................................................................................................20
4.4 WORK PLAN.................................................................................................................................21
4.5 BUDGETS PLAN (LOGISTICS)....................................................................................................22

Table 1 work plan......................................................................................................................................21

Table 2equipments....................................................................................................................................22

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Table 3 costs for communication...............................................................................................................22

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CHAPTER –ONE

1. INTRODUCTION

1.1 Background of the study

During the past two decades, the term 'internal marketing' has been widely used by academics in
portraying an emphasis on viewing employees as partners to an organization's efforts at
Achieving organizational success rather than as a cost. The underlying assumption is that, by
viewing employees as the organization's most valuable asset and treating them as internal
Customers, the organization will gain a competitive advantage and achieve its objectives Varey
and Lewis, 2000).
At the Heart of the internal marketing concept is the notion that employees represent an internal
market within an organization. This internal market can be regarded as a segment(s) that needs to
be informed, educated, developed and motivated in order to achieve the organizational goals.
Effective marketing to this market will contribute significantly towards achieving success in the
external market Internal marketing has `communication' as a core element, since it can be
perceived as a dialogue intended to convey managers' and employees' feelings, perceptions and
intentions regarding different organizational issues. Internal marketing was first proposed within
the services literature in the 1990's as a solution to the problem of delivering high quality service
(Varey and Lewis, 2000).

Internal marketing is a Concept aimed at developing customer conscious employees that will
consistently deliver Superior quality service to the external marketplace (Papasolomou-Doukais,
2002). Internal Marketing depends on a variety of individual activities throughout the
organizations and it Attempts to inform and educate the employee regarding the organization's
mission the benefits of the product or service being sold, and the expectations of the
organizations customers (Varey and Lewis, 2002); such program is aimed at generating
employee commitment and it is not new as it is inherent in the total quality management
literature. According to Ahmed and R.sfiq, (2002, p.1) internal marketing requires: The
acceptance of marketing techniques and philosophy within an organization, Customer orientation

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and a market orientation, a participative approach to management, a strategic approach to human
resources management and the coordination of all management activity to achieve customer or
market orientation or Customer focused management.

In conclusion we can state that internal marketing as a concept or management practice

contributes to higher quality services. Ahmed and Rafiq stress that though the need for internal
marketing is understood, the reality unfortunately demonstrates that only a few organizations
implement internal marketing in practice. This is largely due to the lack of an agreed definition
of internal marketing by researchers, and due to the fact that many service organizations consider
it to be a vague concept, and thus they fail to understand the importance and meaning of internal
marketing and to address organizational level issues and challenges.

1.2 Statement of the problem

Employees were an important part of the overall product or service delivered. Therefore, they
should be trained as marketers with customer retention skills that would enable the building of
ongoing customer relationships. Employees as internal customers have to be satisfied with their
job first before they can satisfy the customers of the organization.
Caruana and Calleya (2000) stated that to have satisfied customers, the firm must have satisfied
employees. According to them employees are the first customers of an organization that
an organization focuses on people inside business boundaries, and places emphasis on the
satisfaction of employee. They emphasized that satisfied customer can be achieved if the
employees are satisfied. In other word, firms need happy employees to make happy customers. It
is important that service companies’ including hospital measure and monitor internal marketing
practices and employees’ job satisfaction. Employees are is the judge of internal marketing
practice. Understanding employees’ needs and assessing level of internal marketing practice and
employees’ job satisfaction allowed the management of the hospital to develop effective
strategies. And there are no previous studies on internal marketing and job satisfaction in Bule
hora hospital. That is why this study was needed to study on the effect of internal marketing on
job satisfaction in health service in the case of bule hora hospital.

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1.2.1 Research question

This study was intended to answer the following questions

• What dose the assessment of the marketing activity in the Bule hora hospital?

• Are Empl;yee satisfied in internal marketing service in Bule hora Hospital?

• What is the effect of internal marketing on job satisfaction?

1.3 Hypothesis of the Study

After reviewing different theoretical and empirical literatures on the topic, the following
three directional hypotheses have been formulated and tested by the study.

H1: Vision has a positive and statistically significant effect on employee job

satisfaction.

H2: Development has a positive and statistically significant effect on employee job
satisfaction.

H3: Reward has a positive and statistically significant impact on employee job satisfaction

1.4 Objective of the study

1.4.1 General objective of the study

The general objective of the study will assess the effect of internal marketing on job satisfaction
in the case of Bule hora

1.4.2 Specific objective of the study

The study will address the following Specific objectives

• To assess the marketing activities in Bule Hora Hospital.

• To assess Employees satisfaction in terms of internal marketing services in Bule Hora

hospital.

• To assess the effect of internal marketing on job satisfaction in Bule Hora Hospital.

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1.5 Significance of the study

This study will be significant for many users like the researcher, employees and to the
organization. For the organization, the outcome of this study will allow the hospital identified
means to improve employees‟ job satisfaction and the organization should gain a competitive
advantage and achieve its objectives.
The study will be significant for overall the participant employees were satisfie with their job
while their perceptions of the quality of care had the greatest impact on explaining differences in
employees' level of job satisfaction.

The study also beneficiary for those researcher who investigate their research on the same or
related topics and also increase the knowledge of acquaintance of the researcher in relation to
how to conduct a research. It could be as a base for further studies in the area of internal
marketing.

1.6 Scope of the study

The study will focus only on the effect of internal marketing on job satisfaction in health service
in the case of Bule Hora hospital .the study will not included the external marketing because of
time and fund constraints into consideration .

1.7 Limitation of the study

Limitations exist throughout this study that must be identified. The results of the study will be
interpreted with several limitations in mind. The emotional and other personal factors of the
responders can influence the answers which will give in our questionnaire. And the constraint of
time and budget will be other limitation of the study.

1.8. Organization of the paper

The study will have five chapters .the first chapters will be deals about introduction, which
consists of background of the study, background of the organization, scope of the study,
definition of the study, general verses specific objectives of the study and the limitation of the
study. The second chapter is emphasis on the review literature which is briefly discus about the
concept of internal marketing, chapter three contains research methodology which will includes

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research design, population of the study, sampling technique and sample size, chapter four
consist of time budget and, cost budget. The fourth chapter also includes data presentation,
analysis and interpretation. The last chapter five contains summary of major conclusion and
recommendation.

CHAPTER –TWO

2 Review of Related Literature

2.1Theoritical Review of Literature of Internal marketing

Internal marketing is an ambiguous concept. The term internal marketing is used widely as a
Means of highlighting commitment to improving the effectiveness of the services offered by
Organizations' resources. Internal marketing is not a departmental function; Rather it is an

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organizational activity as the entire resources within the organization must be Coordinated (Hogg
and Carter, 2000).
The definitions review within the literature highlight the ability possesses by internal marketing
to improve service quality through an organizational effort. The definitions encountere within the
literature will be categorize according to three perspectives: the internal customer, the
development of a customer orientation and the theory of internal marketing as an implementation
mechanism. Internal marketing will be defined as the approach employee by the organization to
advocate the philosophies of customer and service orientation throughout the organization
through the motivation of employees.

In this context, the organization attempts to install a set of values related to achieving a superior
service climate within the employees' belief systems (Varey, 1994). Barnes (1998) approaches
internal marketing in a similar manner by defining it as actions taken by the organization to
ensure that customers receive the highest standard of service in return for the employees'
commitment to service quality. The organization cultivates employee commitment by
encouraging the use of customer focuses quality techniques.
In the context of customer orientation, internal marketing considers the attraction, retention and
motivation of service-minded employees. The motivation of employees is not enough in itself; as
the customer orientation must be communicate into the external marketplace through employee
action (Rafiq and Ahmed, 2000). George (1990) illustrate that relational exchanges between
employees within an organization should be consider]

a prerequisite for successful exchanges with external markets. The satisfaction of the internal
customer is of critical importance as satisfaction will ultimately affect the satisfaction of the
external market. Internal marketing is a technique implement by the organization in an attempt to
ensure the provision of excellent service. Woodruffe (1995) defined internal marketing as
treating both employees and customers with equal importance through proactive programs in
order to achieve the objectives of the organization. Internal marketing is the application of
marketing inside an organization to enhance customer focuses and customer oriented employees.
It also takes into consideration the human resources perspective so as to instill a more motivated
customer contact employee because finally it is the customer contact front-line employees of the

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service organization who interact with the majority of customers and generally handle a wide
range of customer transactions.

Preston and Steel (2002) addressed issues related to internal marketing. They opined that
recruiting, training, developing and motivating staff are the important components of internal
marketing and felt that it is the external marketing impact of each member of the staff that is the
essential focus of an internal marketing strategy. Tested a model comparing overall and
customer-linked antecedents and consequences of employee affective organizational
commitment and indicated that co-worker support and the perception of fair treatment are the
precursors of customer-linked job satisfaction.

Panigyrakis and Theodoridis (2009) examined a synthesis of Internal Marketing and investigated
its effect on business performance in a retail context and developed a Structural Equation Model
that indicated five dimensions of the Internal Market construct: formal interaction, reward
systems, feedback, internal procedures and policies and internal customer orientation (ICO). the
effectiveness of the various facets of training (i.e. employee's attitude towards training inputs;
quality of training programs and application of training inputs to the actual job).Philosophy of
human resources management has proposed a new subject in service section which is called
internal marketing.

Internal marketing concept originates from studies about quality of service section and
Mechanisms of service offering by employees in the 1990's.Coper and Cronin (2000) consider
internal marketing as the organization's attempts for education, reward and generally
management of human resources for better service offering. They believe that employees
constitute primary tools of the organization.

Parasuraman (2000) also believes that jobs are internal products especially in service section
which satisfy employees' needs and demands and result in recognizing of the organization's
purposes and employees are considered as primary customers of the organization. Performed
researches in the field of internal marketing are dividable in the form of four categories. The first
viewpoint is human resources' viewpoint. Internal marketing should be integrated with theories,
strategies and principles of human resources with due attention to this viewpoint. In second

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viewpoint internal marketing is developing and improving of customer-oriented behavior with
employees.

In this viewpoint the organization should adopt a framework like the external market and
establish a Comprehensive program in order to improve and attract free will of employees in the
internal market or the organization.

In the third viewpoint, the products and employees are internal customers of the organization in
internal marketing of jobs. The fourth viewpoint is entitled internal transaction. Based on this
viewpoint internal marketing is an exchange relation between the organization and Employees
for gaining of the organization's purposes in a business environment.

Anselmo (2008) argues organizations that are really committed with their workforce’ happiness
can enjoy the internal marketing strengths. As it was remarked through, such management tool
can be very useful in fulfilling Employees’ needs by several broader IM approach, namely:
1- Putting people in the first place
2- Providing as high as possible employees’ work satisfaction.
3- Developing jobs as products in a wider perspective.
Ahmed and Rafiq have introduced internal marketing as the introduction of executing of the
organizations Strategies and have used the combined word of internal marketing. Price or
payments, promotion or progress (Education, empowering, and communications), working place
or environment and processes (job products) are applied as indexes of internal marketing in this
study. a study in the field of internal marketing in Malaysia and has applied indexes of
Organizational plans in the form of, strategic rewards, internal communications, education and
development, Employment, reward systems, empowerment and processes in order to measure
and evaluate internal marketing.

2.2 Empirical Review of Related Studies

Different studies have been conducted regarding the effect and relationship between
internal Marketing and employee job satisfaction.
Ogunnaike, oyeniyi, and adeniji (2012) conducted a study on internal marketing practices
and Job satisfaction using empirical data from a nigerian university setting. The instrument

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used to collect the data was a questionnaire. The data were examined using descriptive statistics
and Correlation analysis.
Results showed that understanding of organizational vision and values, providing quality
External marketing, and providing quality interactive marketing are three major areas or
Components that are affected by internal marketing. Additionally, it was discove red that
internal Marketing and job satisfaction had a strong and positive relationship.
The impact of internal marketing on customer satisfaction at ghana telecommunications
Company limited, Kumasi, was examined by afrakuma (2009). The study's goals included to
Examine the impact of the actual jobs, salaries, working conditions, training opportunities
and Channel of communication on customer satisfaction. Questionnaire was employed as the
Instrument of data collection. Descriptive statistics was employed in analyzing the data.
The results showed that internal factors, such as the actual jobs, salaries, working
conditions, Training opportunities, and lines of communication, were crucial in the internal
marketing Discourse of the company and the satisfaction level of the employees as this
was reflected in the Level of customer satisfaction.
Internal marketing's effect on customers' satisfaction in insurance companies was
examined by Fatemeh and masoud in 2014. For the study, 250 employees of insurance
companies were sampled. Single- sample test procedures like kolmogorov smirnov and
wilcoxon were used. As The independent and dependent variables, respectively, were
motivation, job satisfaction, Empowerment, coordination, customer orientation, service qual
ity, and marketing strategy. The Research revealed that internal marketing significantly
impacts customer satisfaction in the Insurance industry. Motivation was the most influential
variable affecting customer satisfaction. In banking organizations in kashmir, qureshi (2017)
examined the impact of internal marketing On customer and employee satisfaction.
Employee job satisfaction and customer satisfaction Levels were used as the dependent
variables, and internal marketing was used as the independent Variable. Utilizing one
sample statistic and pearson correlation, the generated data were examined. Internal
marketing, employee satisfaction, and customer satisfaction all have a positive
Relationship, according to the analysis of the correlation coefficient.Isimoya and bamidele
(2013) looked into customer satisfaction and employee empowerment in The nigerian

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insurance sector. Customer satisfaction was used as the dependent variable in this Study,
while adequate resources and inf ormation, coaching and training, and aliment and climate
Of trust were used as the independent variables.
To analyze the data, descriptive statistics and spearman's rho correlation were used. The
result Showed a positive low correlation between provision of adequate information,
resources and Customers satisfaction. The result further showed a highly positive
correlation between provision Of developmental skills and customers satisfaction. Khaled
(2015) examined the role of internal marketing in job satisfaction of employees in the
National bank of Egypt. Internal marketing factors such as training and development,
Organizational support, incentives and motivation, and retention policy are examples of
the Independent variables. Job satisfaction is a representation of the dependent
Variable. To represent all of the employees of egypt national bank, a sample of 300
bankers Received a structured questionnaire. Multiple regression analysis was used in this
study to Demonstrate how internal marketing affects job satisfaction. The study's
conclusions illustrated That internal marketing, including training and development,
organizational support, incentives And motivation, and retention policies, had a favorable
impact on the job satisfaction of national Bank of egypt employees.

2.3 Conceptual frame work of internal marketing

Independent Variables Dependent Variables

Vision
Internal Job satisfaction
Developmen
marketing
t

Reward

Figure 1.conceptual frame work

2.3.1 Independent Variables

There are three independent variable we will use in our research as seen in the above conceptual
frame work of internal marketing.

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Vision
Foreman and Money (1995) defined vision as “short term and long term goals that employees
can believe in. Internal marketing programs are imaginatively and sensitively created and
implemented, with this in mind, will improve both the internal efficiency and external
effectiveness of the organization’s marketing efforts.

Development
Foreman and Money (1995) defined employee development as a strategic investment by an
organization in training its members. If employees are required to perform their tasks well, they
must be armed with the necessary skill and knowledge that is required of them. in order for
internal marketing to be effectively employed within an organization, employees must be trained
and properly developed to fulfill its role in service encounter.

Reward

Strategic reward is a system designed to motivate behaviors, actions, and accomplishments that
help advance the organizations towards specific business goals. Ahmed and Rafiq (2003)
believed the “inclusion of strategic reward in implementing internal marketing is important as it
will help in accomplishing other goals of internal marketing such as motivation and stake-holder
satisfaction.

2.3.2 Dependent Variables

The dependent variable job satisfaction which it can be affected by different factor

Job Satisfaction
The importance of job (work) satisfaction in services marketing literature is not new. As a
theoretical notion, it was first presented by Hoppock in the mid 1930s. He indicated that an
employee's job satisfaction is derived from the mental and physical satisfaction they experience
in the work environment and from the work itself. Job satisfaction in general refers to the
emotions the employee feels about his job, and how he reacts to them. Job satisfaction is a
widely studied concept in many different occupational areas, including the health care industry.
Nelson contends that the principal determinant of whether health care employees stay or
voluntarily quit a job is dissatisfaction with their employment situation.

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Job satisfaction has been defined as an attitudinal reflection of the extent to which people like or
dislike their jobs. It also shows how an employee feels about his job. For other authors job
satisfaction refers to a joyful or positive emotional state regarding work or work experience.
However, the definition of job satisfaction differs according to where emphasis is put by each
scholar. Bussing et al contend that job satisfaction is based on the desires, needs, motives, and
feeling in the working environment, i.e., the satisfaction or dissatisfaction of an employee with
his/her work. Robbins sees job satisfaction in relation to the employee's behavior.

The grade of job satisfaction depends on the difference between the prospective gains from the
job and the actual gain from it. A study among caregivers in the USA concluded that employees
who perceived the quality of care to be high, had higher levels of job satisfaction. Also, it was
found that there is a positive correlation between nurses' job satisfaction and the quality of health
services. On the other hand, job stress amongst nurses seems to have a negative effect on job
satisfaction. Job satisfaction is not a unitary concept, but rather the opposite. A person can be
relatively satisfied with one aspect of his or her job but dissatisfied with other aspects. Much of
the ongoing interest in job satisfaction is based on the belief that job satisfaction is highly related
to employee loyalty, job performance and retention.

Porter and Lawler separate job satisfaction into internal and external satisfaction. Internal
satisfaction consists of all the factors that have direct correlation with job satisfaction (i.e., the
sense of success, independence, job rotation, job opportunities, personal development, creativity,
self respect, etc). External satisfaction consists of all the other factors which indirectly correlate
with job satisfaction (i.e., job environment, interpersonal relations between colleagues, high
salary and possibility of promotion). Job satisfaction is the level of contentment a person feels
regarding his or her job. This feeling is mainly based on an individual's perception of
satisfaction. Job satisfaction can be influenced by a person's ability to complete required tasks,
the level of communication in an organization, and the way management treats employees.

In general, it could be said that satisfied employees produce better services, because there is a
positive correlation between job satisfaction and customer satisfaction. This is true especially in
the services industries, where the intangible nature of the services makes employees one of the
most crucial parameters in the value generation process of the service organization.

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Measuring of Job Satisfaction

Many organizations face challenges in accurately measuring job satisfaction, as the definition of
satisfaction can differ among various people within an organization. However, most
organizations realize that workers' level of job satisfaction can impact their job performance, and
thus determining metrics is crucial to creating strong efficiency.

Despite widespread belief to the contrary, studies have shown that high-performing employees
do not feel satisfied with their job simply as a result of to high-level titles or increased pay. This
lack of correlation is a significant concern for organizations, since studies also reveal that the
implementation of positive human resource practices results in financial gain for the
organizations. The cost of employees is quite high, and creating satisfaction relevant to the return
on this investment is paramount. Simply put: positive work environments and increased
shareholder value are directly related.

Some factors of job satisfaction may rank as more important than others, depending on each
worker's needs and personal and professional goals. To create a benchmark for measuring and
ultimately creating job satisfaction, managers in an organization can employ proven test methods
such as the Job Descriptive Index (JDI) or the Minnesota Satisfaction Questionnaire (MSQ).
These assessments help management define job satisfaction objectively. Important Factors
Typically, five factors can be used to measure and influence job satisfaction:

1. Pay or total compensation

2. The work itself (i.e., job specifics such as projects, responsibilities)

3. Promotion opportunities (i.e., expanded responsibilities, more prestigious title)

4. Relationship with supervisor

5. Interaction and work relationship

Job satisfaction factors

Job satisfaction is the key to achieve organizations goal. There are various factors which are
related to job-satisfaction. These job satisfaction factors may be classified under two groups and
they are:

• Characteristics of the individual and

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 • Individual difference

• Age

• Education

• sex

• Characteristics of the job.

• Occupation

• Job-content

• Pay and promotion opportunity

• Security of job

CHAPTER –THREE

3 RESEARCH DESIGN AND METHODOLOGY

3.1 Introduction
Methodology is the basic part of any scientific research because it gives detail about the data.
Methodology is the general strategy that outlines the way in which research is to be undertaken
and, among other things identifies the methods to be used in it (Howell.K, E, 2013).

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3.2 Research design
There are three types of research design: descriptive research, exploratory research, and causal
research (Gilbert A Churchill Jr...2000). among those this study will use descriptive research
design for describe the level of internal marketing and the level of job satisfaction. Because of it
describes data and characteristic about the population or phenomena that study. Therefore the
researcher will use descriptive research as descriptive research is appropriate to present
phenomena as they exist in present. descriptive study is concerned with condition that exist,
opinions that are going, affect that are evident ,or trend that are developing. Descriptive research
provides answers to these question of who. What, when, and how, typically answers to these
question are found in secondary data or by conducting surveys. The study will also use casual
research design to assess the effect of internal marketing on employee’s job satisfaction, because
of to assess cause and effect.

3.3 Target Population

The target population of the study will be the employees that are holding health profession in the
Bule Hora hospitals (231).

3.4 Sampling technique and Sample size

3.4.1 Sampling technique

A sample refers to the group survey at any time. The survey is not administered all members of
the population or universe. The process of selecting a sampler group of people that have the
same characteristics and preferences as the total group from which it is drawn is called sampling
(WrennB,et al,2002). This study will use one of non-probability sampling method known as
convenience sampling technique. Because of convenience sampling technique is the process of
selecting subjects or unites for examination and analysis that is based on accessibility, ease,
speed, and low cost.

3.4.2 Sample size

The ever increasing demand for research has created a need for an efficient method of
determining the sample size needed to be representative of a given population. The study will use

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Confidence interval approach formula for determining sample size, since the population was
known.
S=x2NP (1-P)/d2 (N-1) +x2p (1-p)

s = required sample size.

X2 = the table value of chi-square for 1 degree of freedom at the desired confidence level
(3.841).

N = the population size.

P = the population proportion (assumed to be .50 since this would provide the maximum sample
size).

d = the degree of accuracy expressed as a proportion (.05).

There for by using the above formula the sample size of the study will be 200 from the total
population of (231).

S=x2NP (1-P)/d2 (N-1) +x2p (1-p)

= 3.8412(231) (0.5) (1-05)

(0.05)2(231-1) + (3.841)2(0.5) (1-0.5)

= 14.753281(231) (0.5)(0.5)
0.0025(230) + (14.753281) (0.5)0.5
= 852
0.575+3.68832025
= 200

3.5 Data Types and collection instruments

The study will use both primary and secondary data in order to compile enough
information regarding the issue that will be the subject of the study. The primary data
will be gather through the use of questionnaires for the study. Both published and
unpublished documents served as the secondary data.

3.5.1 Primary Data

The primary data will be collect from Bule Hora hospital through questionnaire from employees.
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3.5.1.1 Questionnaires

One of the main methods for gathering information from respondents is the
questionnaire. The studies develop standardized questionnaires after reviewing a variety of
literature and some parts being adopted and modified. The questionnaires will be used to
collect the research data. The survey will created to assess internal marketing practices
(such as vision, development , reward and job satisfaction) and measure with a 5- point
Likert- scale (1=strongly disagree, 5=strongly agree). And also the job satisfaction waill
be measured with 5 - point Likert- scale (1=strongly disagree, 5=strongly agree) developed
by researcher. This is a well established scale and has been used in previous studies (Lu, Lu,
Gursoy, & Neale, 2016).

3.5.1.2 Interviews

 Is our hospital offers employees vision that they can believe in?
 Is the hospital prepares the employees to perform well?
 Is the hospital provide t reward to the employee who provide excellent services?

3.5.2 Secondary Data

The secondary data collect from existed documents, published or unpublished materials and from
website that are related to the study.

3.6 Reliability and Validity Testing

Various reliability ,validity and goodness of fit tests are run on SEM. As a result, in this
survey study, the researcher first evaluate the MM's validity and reliability using
conventional Confirmatory factor analysis before testing the underlying theoretical hypothesis.

Convergent Validity (CV): The variable loadings on the construct are reflected in the
Convergent validity Using average variance extracted (AVE). It displays the typical variance of
Indicators that a latent variable can explain. If a factor's variable contribution to its variance
is validly used to describe it, the CV provides an answer. The first step in observing
convergent Validity is factor loadings. As a general rule, the loadings for each observable
variable should be ≥.50.

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Discriminant Validity (DV): The latent constructs are distinguished one from another by
discriminant validity. It employs the criterion to confirm the discriminant validity developed by
Fornell and Larcker (1981). With this method, the correlations between the other constructs are
compared to the square root of the AVE of each construct. The square root of the AVE must be
greater than the correlations' value in order for the discriminant validity to be valid.
The study uses Chin's (1998) criterion, which considers that high factor loadings in
various constructs discriminate them, which also suggests convergent validity, in order to
continue discussing the discriminant validity (indicators converge for the construct; see Hair
et al., 2014).

Reliability: Reliability is the degree of convergence of the various items (Hair et al.,
2019). Structural equation modeling reflects the outcomes and results. For checking reliability
the Composite reliability is measured. It is equivalent to garbage in and garbage out
without the model's validity and reliability.

Composite/Construct Reliability (CR): Composite reliability is a term used to describe

how well measured variables can reveal the latent factor. The SEM does not support the
reliability measurement Cronbach‘s Alpha. The observed variables in SEM predict the
unobserved latent factor, so this is a requirement that the variables be reliable and have
high composite reliability (≥.70).

3.6.1 Assumptions of Regression

2.6.1.1 Missing Data
Data forms for the study's variables should be filled out completely. Simply put, none of
the variables have any missing data. This method assumes that missing data in the study is
completely irrelevant, but this is not the case. When data is missing at random, Muthen et
al. (1987) recommend a new method rather than pairwise or list- wise deletion. Later
research revealed that the approach of Muthen and others was only useful when there
were only a small number of missing data points. When using the maximum likelihood
technique to estimate the parameters in SEM, a specific imputation approach is available to
address the challenges of handling missing data.

3.6.1.2 Measurement and Sampling Errors

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The model fit is affected by measurement errors tried to bring on by skewed data
collection methods and tools as well as respondent errors. The standard error is also affected
by the variance of the dataset. The assumptions are disrupted because the standard error
decreases as the variance increases. (Nevitt, Hancock, & Hancock, 2014) emphasized that
increasing variance doesn‘t affects the estimation of parameters, but it affects the
approximation of errors.

3.7 DATA ANALYSIS PPROCESSING

INTRODUCTION

In this chapter the data obtained from respondent which will be analyzed using regression
analysis .table, frequency and in percentage. All questionnaires will be collect in 2024 and they
will be complete anonymously. Researcher will nearby while the questionnaire will complete, in
order to avoid any potential bias or influence from the researcher and also to be able to provide
any assistance, if necessary. This practice will help us to have a very high response rate. We will
try to collect 150 questionnaires out of a total of 230 by using convince sampling technique.
Participants give their information consent prior to the study and the questionnaires must be
anonymous, so there will not be ethical problems for the participants.
Demographic data analysis
Demographic data analysis will be performed by using different variables that will be
participated in our research.Depending on Demographic profiles of respondents we will identify
personnel who participated in our survey which have greater effect on our research. There are
different variable can be used for demographic data analysis. Like female, male, the age of the
personnel who answered the questionnaire varied from 20 to 60 years old, Marital states,
Contract type.Occupation specialty, Years of service and educational qualifications

Descriptive statistics analysis and discussions on level of internal marketing

The study will contain three dimensions to measuring the level of internal marketing in the Bule
Hora hospital. Each of dimensions will contain different number of questions, vision (2),
development (7) and reward (5). The total questioner was (14).

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Vision

Foreman and Money (1995) defined vision as “short term and long term goals that employees
can believe in. Internal marketing programs are imaginatively and sensitively created and
implemented, with this in mind, will improve both the internal efficiency and external
effectiveness of the organization’s marketing efforts.
Using different element of internal marketing a total of respondents will be identified how
many percent strongly agreed on that the hospital offers employees a vision that they can
believe in, and of respondents agree for this item. There will be also neutral of respondent
respond to the same item strongly disagree and disagree respectively, while the rest of
respondents neither agree nor disagree. Then by using average of mean, When the average lies
(1-2.99), (2.99-3.99) and (>4) implies less (disagreement), moderate (neutral) and high
(agreement) level of internal marketing dimension implementation in the hospital respectively.
So depending on the mean of mean or average of vision response we will identify agreement or
disagreement of employees view on the hospitals vision. Using this indication that the
implementation reward in the hospital will be identified.

Development

Foreman and Money (1995) defined employee development as a strategic investment by an

organization in training its members. If employees are required to perform their tasks well, they
must be armed with the necessary skill and knowledge that is required of them.

we will also indentify internal marketing view of respondents weather they strongly agreed
on that this hospital prepares the employees to perform well and how much of respondents
agree for this item. We also identify Neutral and how many of respondent respond to the same
item strongly disagree and disagree respectively.
By using the average of mean, when mean lies (1-2.99), (2.99-3.99) and (>4) implies less
(disagreement), moderate (neutral) and high (agreement) level of internal marketing dimension
implementation in the hospital respectively. So by using average of development response we

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will be calculating and then we can deice the employees view for internal marketing of the
hospital. From indication we can identify that the implementation development in the hospital
will be identified weather it is very less, moderate or high Because of the response percentage.

Rewards

Strategic reward is a system designed to motivate behaviors, actions, and accomplishments that
help advance the organizations towards specific business goals.
We will also calculate here average mean then depending on it we will deiced view of
respondent in relative to reward of the hospitals. When the average of mean lies (1-2.99), (2.99-
3.99) and (>4) implies less (disagreement), moderate (neutral) and high (agreement) level of
internal marketing dimension implementation in the hospital respectively. So the mean of mean
or average of reward response will calculate and then we can deice disagreement or agreement.
This indicates that the implementation reward in the hospital will be very less or high Because of
the response percentage.

Level of job satisfaction

The study contains four questions for measuring the level of job satisfaction in the Bule Hora
hospital. We will also identify level job satisfaction using average mean value.
3.7.1 Study Model
Regression Model is the model we will use when we perform our study

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 CHAPER FOUR

4 FINANCIAL AND TIME BUDGETS

4.1 Financial Budget

While we conduct, our research there might be different facilities that are essential for the good
result of research.
Table 1equipments

equipment’s Unit Quantity Price/birr total expense/birr

Note book Pieces 2 50 100
Pen Pieces 6 20 120
Flash Pieces 2 350 700

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 Binding the document … 3 35 105
Bag Pieces 1 400 400
Total 14 855 1425

Communication costs
Table 2 costs for communication

Type of service Costs incurred

Internet service 250 birr
Photo copy service 300 birr

Phone calls 200 birr

Sub total 750 birr

4.2 Time Frame

The proposed plan for completing our research will be according to bellow table.

Table 3 work plan

Activities Duration

November December January February march April

Selection of title X

Selection of study area X

Draft proposal writing X

Submission of proposal X

Questionnaire preparation X

Data collection X

Data coding and editing X

Data analysis X

Writing the report X

Submission of draft paper X

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Submission of Final report X

Research presentation X

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