The relationship between internal marketing and employee job satisfaction: A study from retail shops in Bangladesh

Abstract

A Retail store is now a prevalent concept in Bangladesh offering a wide range of necessity goods for household and daily living. Within the last one decade, superstores have developed positive perceptions among customer and this is the attractive business to many investors. As retail shop business is based on service sector, customer satisfaction and service delivery are keys to the success where having satisfied employees are essential. Hence, to achieve sustainable organizational development and higher organizational performance in this competitive market, the need of having a special emphasis on effective internal marketing practice is worth mentioning. Viewing employees as an internal customer is essential and vital in internal marketing that contributes to job satisfaction. This paper aims to analyze the relationship between internal marketing factors and employee job satisfaction in the retail sector of Bangladesh. The essential assumptions in the research are internal marketing components namely training and development, organizational support, pay and rewards, and retention policy influence job satisfaction. A multiple regression analysis was used as an efficacious method to test the effect of internal marketing practices on employee's job satisfaction. The adjusted is .751 which suggests that the four internal marketing elements explain close to 75.1 percent of the variance for the dimension of employee's job satisfaction. The results of the multiple regression analysis elucidate that there is variation in the effect of internal marketing factors on job satisfaction. So, it can be deduced that the stronger the internal marketing practice; the better will be the level of employee satisfaction. Organization should treat employees as an internal customer and give them opportunities for developing themselves. The company should ensure that they have the promotion opportunity and frequent feedback along with ensuring a healthy working environment. A company should induce financial rewards by providing bonus, commissions etc. to increase the satisfaction level. Since internal marketing practices act as a precursor to higher organizational performance and job satisfaction, special attention has been given in this paper to focus the importance of internal marketing practices.

Role of Internal Marketing in Determining Academic Staff Job Satisfaction in Higher Education

“…Our present research findings showed that academic staff developments significantly influence academic staff job satisfaction which confirmed the first hypothesis (H1) of the study and the results are reliable with past studies (Al-Makhadmah, 2015;Joung et al, 2015;Leong and Lam, 2016;Sarker and Ashrafi, 2018). Our second hypothesis (H2), the significant influence of rewards on academic staff job satisfaction is also supported and has results consistent with previous literature (Al-Makhadmah, 2015;Joung et al, 2015;Leong and Lam, 2016;Sarker and Ashrafi, 2018;Sohail and Jang, 2017). Reliable with the earlier literature findings (Al-Makhadmah, 2015;Lee and Wen-Jung, 2005;Leong and Lam, 2016;Sohail and Jang, 2017;Vallaster and de Chernatony, 2005) the present study supported the significant positive influence of internal communication on academic staff job satisfaction, i.e.…”

“…= 0.218, P = <0.05) respectively (see Figure 2). Our present research findings showed that academic staff developments significantly influence academic staff job satisfaction which confirmed the first hypothesis (H1) of the study and the results are reliable with past studies (Al-Makhadmah, 2015;Joung et al, 2015;Leong and Lam, 2016;Sarker and Ashrafi, 2018). Our second hypothesis (H2), the significant influence of rewards on academic staff job satisfaction is also supported and has results consistent with previous literature (Al-Makhadmah, 2015;Joung et al, 2015;Leong and Lam, 2016;Sarker and Ashrafi, 2018;Sohail and Jang, 2017).…”

“…In addition to this, Qayum and Sahaf (2013) also stated that IM is a precondition for employee satisfaction within the University setting. It is considered as the predecessor to higher job satisfaction and more grounded the IM practice superior will be the employee satisfaction level (Sarker and Ashrafi, 2018). Furthermore, the findings 83 of various studies (Budhwar et al, 2009;Pereira et al, 2015) suggested that IM interventions could enhance employee satisfaction and tackle with problems related to employee turnover, which perhaps be able to enhance customer satisfaction.…”

Analysis of the Internal Marketing Dimensions in Social Economy Organizations: Study Applied to Co-operativism in Ecuador

“…Similarly, Ali (2016) focused his work on five dimensions comprising 26 items, applied to 305 employees of the Arab Academy of Science, Technology and Maritime Transport of Egypt, obtaining significant results in all its dimensions. Sarker and Ashrafi (2018) applied a tool that analyzed seven dimensions of internal marketing, with a target population of 250 retail store employees in the city of Dhaka, Bangladesh, where the significant effect on employee satisfaction was evident. In turn, Ramos (2018) in his research on this construct, considered the employees of 39 financial institutions in the Philippines, who used a five-dimensional composite instrument, obtaining results appropriate to the objectives set.…”

Directions and Tools of Strategic Marketing Management of Retail Trade Enterprises in Modern Russia on the Basis of Quality Management

“…Thus, the performed literature overview on the topic of directions and tools of strategic marketing management of retail trade enterprises showed that this topic is thoroughly studied in the existing economic literature from the positions of traditional (e.g., consideration of the geographical factor and specific sectorial markets) and from the positions of new (e.g., innovational activity, usage of digital technologies and social media) directions and tools. The conceptual framework and applied aspects of strategic marketing management of retail trade enterprises are discussed in the papers of such experts as (Idowu & Ndidiamaka, 2018), (Krasyuk et al, 2017), (Kudyrko & Sevruk, 2016), , (Pavlikova & Čihovska, 2017), (Ramanathan et al, 2017), (Sarker & Ashrafi, 2018), (Sen & Ongsakul, 2017). In the work (Ahmad & Zabri, 2018) the authors show the necessity for managing knowledge for supporting high efficiency at retail trade enterprisesi.e., they focus on personnel marketing in the process of strategic marketing management by these enterprises.…”