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INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS

COPY RIGHT © 2013 Institute of Interdisciplinary Business Research

811

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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 -

http://scialert.net/fulltext/?doi=tasr.2011.364.374&org=10#564188_ja

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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.

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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).

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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

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Motivation

Empowerment

Employee’s job

satisfaction Communication

Training

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

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

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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.

% N Variable

60.6 123 Male Gender

39.4 80 Female

15.8 32 Less than 25

Age 57.6 117 25- less than 35

11.3 23 35- less than 45

15.3 31 45 and more

7.4 15 Diploma

Education 83.3 169 Bach

9.3 19 Higher education

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.

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Reliability % of

Variance Eigenvalue

Factor

Loading SD Mean Construct and item

.84 42.567 3.264 .89 3.69 Motivation

.56

When I do something extraordinary

I know that I will receive some

financial bonus/reward

.67

My income and the annual increases

are dependent only to the Union’s

bargaining with the employers side

.72


are very closely tied to my

qualifications and my performance

.59 Everyone gets an annual bonus

regardless of their performance

.68


are much related to those of people

with similar qualifications working

in this or any other industry

.78 52.103 3.121 .87 3.52 Training and development

.64

In this company. Training is closely

related to the individual needs of

each employee.

.73

A newly hired employee will have to

find his own answers to the

requirements of the job

.67

Before the implementation of a

major change in service rules we

always get significant training

regarding its impact on our daily

activities and job description.

.62

If one is moved from one

department to another, the new

supervisor will personally train

him/her for a pre-specified period of

time.

.71

In this company. They set aside

adequate resources to train

employees

.65

Training and development

programme is clearly directed at

creating the competencies that are

important to our business

.73 33.624 2.64 .87 3.64 Communication

.63

Before any policy change my

supervisor informs me phase-to-

phase in advance

.78

Supervisors are sincerely

interested in listening to what

subordinates have to say about their

jobs, the problems they have and the

solutions that subordinates suggest

.56

If an employee has a certain

personal problem that influences

negatively his (her) work

performance, (s)he is encouraged to

discuss it with his/her supervisor

.59 Supervisors in this company are

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Reliability % of

Variance Eigenvalue

Factor

Loading SD Mean Construct and item

never too busy if one of their

subordinate wishes to meet

personally

.69

Supervisors are expected to

spend time with their subordinates,

explaining them company objectives

and how these objectives affect what

the company expects from each

individual employee

.82 44.628 3.28 .94 3.53 Empowerment

.82 My supervisor allows me to use my

own judgment in solving problems

.67 My supervisor encourages me to

take initiatives

.69 My supervisor allows me a high

degree of initiative

.73 My supervisor trusts me to exercise

good Judgment

.86 52.364 2.856 .82 3.76 Job satisfaction

.64 Financial incentives motivates me

more than non financial incentives

.57 I am satisfied with the salary I draw

at present

.67 I feel that my superior always

recognizes the work done by me

.82 .I am satisfied with the responsibility

and role that I have in my work

.66 .I am satisfied with the support from

the HR department

.62

I generally like to schedule my

own work and to make job-

related decisions with a minimum of

supervision.

.77 Visibility with top management is

important to me.

.68 The medical benefits provided in the

organization are satisfactory.

.55 I feel that the job I do gives me a

good status.

.64 The employees in the organization

feel secured in their job.

Table.2. Factor analysis of the study variables

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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 .

Variables Kaiser-Meyer-Olkin

Values

Bartlett’s Test of Sphericity

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

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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.

Model

Unstandardized

coefficients

Standardize

d coefficients t Sig.

B Std.

error ß

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.

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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.

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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.

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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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