INTERNAL MARKETING PRACTICES AND EMPLOYEES PRODUCTIVITY IN PUBLIC INSTITUTIONS IN NIGERIA
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INTERNAL MARKETING PRACTICES AND EMPLOYEES PRODUCTIVITY IN PUBLIC INSTITUTIONS IN NIGERIA
Chapter one
1.0 Introduction
1.1 Background of Study
Internal marketing strategy is a concept that aims to drive the internal firm’s product through employees. As a result, this notion is similar in ideology to the management by objective theory, which aims to integrate employees’ goals and objectives into the firm’s overall objective in order to achieve the corporate goal and objective.
We therefore argued that without the actualization of the personnel objectives, a firm will not achieve its maximum goals. Even when it appears that the goal has been achieved,
the employee will devise its own strategy of achievement, which eventually leads to nepotism, fraud, and insubordination to the ground norms of the system.
An outline of internal marketing conceptual evolution is offered in order to validate the tacit and explicit support that internal marketing has received in the literature over time. Rafiq and Ahmed (2000) defined internal marketing development into three phases: staff satisfaction, client orientation, and strategy implementation, often known as the change management phase.
The early definition of internal marketing from a customer orientation perspective was based on a comprehensive quality management concept that focused on the firm’s service delivery process (Perry, 2008).
In other words, organisations were more concerned with generating high-quality goods for their target markets than with the people who work on this process. The fundamental premise is that motivated and customer-focused staff are required for good service delivery (Gronroos 2002).
Berry and Parasuraman (2001) defined internal marketing as considering employees as internal consumers, and jobs as internal goods that meet the needs and desires of these internal customers while satisfying the firm’s objectives.
This employee satisfaction phase recognises the complexities of services marketing and its possible impact on IM in terms of maximising quality service delivery during buyer-seller transactions.
Rafiq and Ahmed (2000) defined internal marketing as a planned effort that employs a marketing-like approach to overcome organisational resistance to change; align, motivate, and inter-functionally coordinate employees;
and integrate employees towards the effective implementation of corporate and functional strategies in order to deliver customer satisfaction through a process of developing motivated and customer-oriented employees.
Regardless of the various meanings of the phrase, it is widely accepted that the corporation must first market its internal consumers (workers) in order to achieve marketing objectives for its external clients.
In other words, by meeting employees’ demands, the company achieves specific employee outcomes, which contribute to increased customer satisfaction and loyalty. Self-determination theory suggests two sorts of motivation: extrinsic and intrinsic.
Extrinsic motivation refers to behaviours that are conducted in response to externally administered rewards generated by the system. An extrinsically driven person takes behaviours in order to acquire material or social rewards (Bateman and Crant, 2005).
Intrinsic motivation is motivation that stems from inside or from the activity itself. The intrinsically driven person performs acts for their own sake and rewards, rather than in the prospect of receiving external benefits. Intrinsic variables include meaningful work, acknowledgment, growth, and achievement (Shadare and Hammed, 2009). Organisational commitment is a psychological relationship that an individual forms with an organisation (Joo, 2008). According to Malhotra and Mukherjee (2003), referencing Greenberg and Baron (2007), organisational commitment is the level to which an individual identifies with and is associated with his or her organisation, as well as the willingness to quit it.
Organisational commitment represents the firm’s attitudes towards its employees (Malhotra and Mukherjee, 2003). Mowday, Steers, and Porter (2002) identified three characteristics of organisational commitment:
(a) a strong belief in and acceptance of the organization’s goals and values;
b) a willingness to put forth significant effort on the organization’s behalf; and
(c) a strong desire to remain a member of the organisation. Employee performance is defined as the ratio of an employee’s input to his output in order to achieve the firm’s overall goals and objectives.
According to Ivancevich and Matteson (2006), work performance is determined by three variables: knowledge and skills, motivation and workload, and tools and climate. As a result, an employee with the necessary knowledge and skills, who is motivated and has a workload that is appropriate for his or her abilities,
as well as the necessary tools and a positive organisational atmosphere, will perform effectively on the job. Cummings and Schwab (2003) endorse this viewpoint, arguing that employee performance is influenced by environmental variables through their impact on performance determinants such as motivation and ability.
Employee job performance can thus be described as a product of two main components: employee competency and organisational characteristics. Greene, et al. (2004).]
The goal of this article is to experimentally validate the association between internal marketing orientation and affective organisational commitment on employee performance in Nigeria’s aviation sector.
1.2 Statement of the Problem
Internal marketing practice is a great technique utilised to bring out the best in public institution employees. However, it is occasionally pathetic in the sense that there is a lack of awareness about the ownership and application of Internal Marketing practices, most likely owing to a lack of qualified hands in the institution; it is also possible that there are no finances to promote the practices in the institutions.
Finally, while various studies have been conducted on the influence of internal marketing strategies, none have been conducted on the relationship between internal marketing practices and staff productivity in Nigerian public institutions.
1.3 Aims and Objectives of the Study
The primary goal of the study is to investigate internal marketing techniques and employee productivity in Nigeria. Other specific goals of the project include:
1. To identify the elements that influence internal marketing activities and their impact on employee productivity.
2. Determine the impact of internal marketing practices on employee productivity.
3. Determine the extent to which internal marketing strategies impact employee productivity.
4. To identify the elements influencing employee productivity in Nigeria’s governmental institutions.
5. To suggest alternative remedies to the challenges.
1.4 RESEARCH QUESTIONS.
1. What are the factors that influence internal marketing strategies and their impact on employee productivity?
2. What influence do internal marketing practices have on employee productivity?
3. To what extent do internal marketing practices effect employee productivity?
4 What variables affect staff productivity in Nigeria’s governmental institutions?
5. What are the probable solutions to the problems?
1.5 Statement of Research Hypothesis
H0: Internal marketing practices have no meaningful impact on employee productivity.
H1 Internal marketing technique has a huge impact on staff productivity.
1.6 Significance of the Study
The study on internal marketing practices and employee productivity will be extremely beneficial to all public institutions in Nigeria because it will educate management to allow for internal marketing practices in which employees’ competencies can be developed for the benefit of the organisation or institution.
Furthermore, it will allow the institution to invest more funds in order for the internal marketing practice to be successful; when financing is not provided, the practice tends to perform poorly in terms of institutional productivity.
Finally, the study will add to the corpus of existing literature and expertise in this field of study, establishing a foundation for future research.
1.7 SCOPE OF THE STUDY
The research on internal marketing tactics and staff productivity is limited to public institutions.
1.8 Limitations of the Study
Financial constraints- Insufficient funds tend to restrict the researcher’s efficiency in accessing relevant resources, literature, or information, as well as in data collecting (internet, questionnaire, and interview).
Time constraints: The researcher will conduct this investigation while also working on other academic projects. This will reduce the amount of time spent on research.
1.9 Definition of Terms
Internal: Being within something.
Marketing practice is the process of determining the characteristics of a product or service, as well as price, distribution, and promotion.
Employee is a person who works for a wage or salary, typically at the non-executive level.
ProductivityThis describes a variety of production efficiency measures. It is defined as the ratio of output to inputs used in a production process.
Public InstitutionThe name given to a school, college, courthouse, library, hospital, or other public-use facility.
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