The mediating role of job satisfaction and affective commitment in the relationship between internal marketing practices and customer orientation

Abstract

This paper aims to examine the nature of the relationship between internal marketing and customer orientation, with the mediating role of job satisfaction and affective commitment. The study encompasses workers of the Service Sector in Bahrain. 300 questionnaires were distributed, using a simple random sample, to employees of different service industries. The response rate was (73%). Simple and multiple regressions were used to analyze the data and test hypotheses. The main findings of the study reveal a significant positive relationship between internal marketing practices and customer orientation. It also indicates a significant positive effect of one of internal marketing practices, internal communication, on customer orientation. The regression confirms a significant positive effect of internal marketing on job satisfaction and affective commitment. Furthermore, the effect of job satisfaction and affective commitment on customer orientation were demonstrated. In addition, the results show a mediating effect of job satisfaction and affective commitment on the path of the relationship between internal marketing and customer orientation, which was full for job satisfaction and partial for affective commitment.

Full text

The mediating role of job
satisfaction and affective
commitment in the relationship
between internal marketing
practices and customer orientation
Adel Mahmoud Al Samman
Department of Business Administration, Applied Science University,
Manama, Kingdom of Bahrain, and
Abdelnasser Taha Ibrahim Mohmaed
Department of Business Administration, Faculty of Commerce,
Assiut University, Assiut, Egypt and Department of Business Administration,
Applied Science University, Manama, Kingdom of Bahrain
Abstract
Purpose –This paper aims to examine the nature of the relationship between internal marketing (IM) and
customer orientation, with the mediating role of job satisfaction and affective commitment. The study
encompasses workers of the service sector in Bahrain.
Design/methodology/approach –In total, 300 questionnaires were distributed, using a simple random
sample, to employees of different service industries. The response rate was (73%). Simple and multiple
regressions were used to analyze the data and test hypotheses.
Findings –The main findings of the study reveal a significant positive relationship between IM practices
and customer orientation. It also indicates a significant positive effect of one of IM practices, internal
communication, on customer orientation. The regression confirms a significant positive effect of IM on job
satisfaction and affective commitment. Furthermore, the effect of job satisfaction and affective commitment
on customer orientation were demonstrated. In addition, the results show a mediating effect of job satisfaction
and affective commitment on the path of the relationship between IM and customer orientation, which was
full for job satisfaction and partial for affective commitment.
Originality/value –This paper was trying to address a societal problem, the mediating role of job
satisfaction and affective commitment in the direct path along the relationship between IM and customer
orientation in the private sector in Bahrain. This cannot be done in a vacuum, as all research builds upon
previous work. A deep literature review of books and journals on what is known so far about the problem was
a guide to lead us to focus on filling the gaps in the knowledge about such a problem.
Keywords Internal communications, Internal marketing, Affective commitment, Job satisfaction,
Customer orientation, Empathy and consideration
Paper type Research paper
1. Introduction
Because the service delivery needs a high degree of personal contact, the quality of
service providers has great impacts on the quality of the services provided. In
addition, cultivating employees with service intent and customer orientation is an
important mission, which cannot be waited. The relevance of Internal Marketing (IM)
Role of job
satisfaction
Received 12 June2020
Revised 14 August2020
Accepted 14 August2020
International Journal of
Organizational Analysis
© Emerald Publishing Limited
1934-8835
DOI 10.1108/IJOA-06-2020-2254
The current issue and full text archive of this journal is available on Emerald Insight at:
https://www.emerald.com/insight/1934-8835.htm

to customer orientation rests in the increased emphasis on many organizational
variables, such as job satisfaction, organizational commitments, training and
development. Customers no longer simply purchase products; they co-produce in
service organizations (Prahalad and Ramaswamy, 2000). This study examines IM
from the customer orientation perspective within financial institutions in Bahrain.
Barrick and Mount (2005) argue that although we can predict the behavior of the
individual through his/her personality traits, they claimed that the moderating variable
must be accounted to adequately explain the influence of such traits on the human behavior.
Hence, this study takes a step further by examining the moderating effects of IM practices
(internal communication, empathy and consideration, training and development, job quality
and reward) on customer orientation through the mediating roles of job satisfaction and
affective commitment.
The roots of IM are well-established through the works of Berry (1980,1991,1983) and
Grönroos (1981,1983). In addition, as Ramos (2015) states “interestingly, the concept of IM
goes beyond the functional limitations and looks at issues in an organizational perspective.
This concept has brought about, not a territorial dispute, but a marriage among marketing,
human resource management and operations.”According to Berry (1991,p.33),“the same
marketing tools used to draw bank customers can serve to attract and retain the best
employees, and earn the best performance from them.”In this view, customers who
purchase goods and services differ little from people who “buy”jobs from companies. IM
adopts the traditional tools of marketing to develop and distribute job products to
employees, the internal customers. From this perspective, all employees of the firm are
internal customers and must understand how they impact customer value through
organizational processes (Berry et al.,1991;Gummesson, 1987;Hartline and Ferrell, 1996;
Hartline et al., 2000;Kennedy et al.,2002;Lings, 1999;Tansuhaj et al.,1987).
External customers’satisfaction is crucial for organization survival, reputation and in
achieving customer loyalty. If the employees play such a crucial role in satisfying external
customers and achieving organizational goals, Berry (1991) argued that only satisfied
employees would be able to satisfy the external customers’demanding requirements. Hence,
employees may be viewed as internal customers and IM activities need to be performed to
satisfy their needs.
2. Literature review and hypotheses
2.1 The relationship between internal marketing practices and customer orientation
The “marketing concept”as defined by Kotler et al. (1999) highlighted the importance of
being customer-focused. The authors argued that customer needs must be the central focus
of any activities undertaken by market-oriented organizations and profits can be generated
through customer satisfaction. Zeithaml and Bitner (2003, p. 15) pointed that customer focus
is important as “all strategies are developed with an eye on the customer, and all
implementations are carried out with an understanding of their impact on the customer.”
Based on the works of these authors, in their research, customer-focus is defined as the
extent to which service employees can meet customer needs. Customer-focus is measured
using the service quality perception gap, which is defined as the difference between
students’evaluation of service quality and lecturers’evaluation of service quality.
Papasolomou and Vrontis (2006,p.179)defined IM as “any form or marketing within an
organization, which focuses on staff and is the internal activities used to enhance external
marketplace performance.”Furthermore, Ahmed and Rafiq (1995) and agreed by Gounaris
(2006) stated that IM could be used to improve the quality of the provided services and the
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marketing campaign by the organization, but such effect should be mediated by the
influence on employee satisfaction.
By using the service-profit chain, a high level of employee retention and employee
productivity may indicate high levels of employee commitment. Employee commitment
comes from having satisfied and loyal employees (Heskett et al.,1994). Employee
satisfaction, in turn, primarily comes from high-quality support services and human
resource (HR) policies that increase employees’commitment and motivation. A successful
IM process will produce highly motivated and well-trained customer-contact employees,
who always do the right thing first in the right way and perform the right behavior when
approaching their customers. Therefore, HR managers and marketers should incorporate
the practices of marketing activities with employees’orientation and training programs;
after all, a marketing manager may not have training skills for the employees. Overall,
cooperation between HR, marketing and operational departments, i.e. the so-called concept
of “The Service Management Trinity”(Joseph, 1996;Lovelock, 1996), is the best approach to
successfully implementing IM practices.
With respect to the interdependence between IM strategies and external marketing
strategies, Flipo (1986) proposes that, “the more cooperative the interrelations (customer-
orientation for personnel and useful participation for clients), the easier the marketing
objectives are to meet”(p. 7). This implies that external customer satisfaction will be
influenced by internal satisfaction and that satisfied employees who are motivated on the
basis of their needs and wants, determine to what extent external customers are satisfied
(Heskett et al.,1994;Rafiq and Ahmed, 2000;Frost and Kumar, 2000;Lings, 2000). So, it is
necessary to design and implement an IM strategy because of its focus on stimulating
employees’enthusiasm and on producing consistent behavior (George and Bettenhausen,
1990;Varey, 1995).
According to these empirical work and theoretical considerations, the study presents the
following hypothesis:
H1. There is a significant positive relation between IM practices (job quality and
reward, internal communication, training and development and empathy and
consideration) and customer orientation.
2.2 The relationship between internal marketing practices and employee satisfaction
In recent years, IM has been viewed as a core component of the influence on employee
satisfaction, and hence, on the quality of services provided to customers. The interactions
between customers and satisfied employees might influence the customer satisfaction to the
extent that it becomes vital for service organizations to concentrate on how to manage and
influence such interactions (Martínez-García et al.,2010, p. 69). In front of customers in the
service industries, the employees represent their organizations through such interactions
with them.
From another perspective, IM could be viewed also as an element to support the external
marketing endeavors, as suggested by Aurand et al. (2005) in closing the gap between what
is said by the organization to its external customers and what is apprehended and practiced
by its employees.
But what about the elements that form the IM mix? Currently, there is much debate on
this issue and authors do not agree with each other on what are the components or IM mix.
Some authors, such as Gounaris (2006, p. 436) suggested jobs as products, some others, such
as Papasolomou and Vrontis (2006, p. 178), Barnes et al. (2004, p. 595) suggested them as
place and promotion or internal communication, such as Burmann and Zeplin (2005, p. 288),
Role of job
satisfaction

Rafiq and Ahmed (2000,p.457),Piercy and Morgan (1991, p. 85) and for Papasolomou and
Vrontis (2006, p. 178), Gounaris (2006, p. 436), Roberts-Lombard and Steyn (2007, p. 146) as
people, while Ahmed et al. (2003, p. 1223), Keller et al. (2006, p. 117) as price, and for Ahmed
and Rafiq (1995, p. 1181), Barnes-Holmes et al. (2004, p. 599) as reward and for Ahmed et al.
(2003),Gounaris (2006, p. 436), Burmann and Zeplin (2005, p. 292) as leadership.
Introducing the challenge of IM program into an organization is represented in the fact
that the employees might resist it or might lack the skills required for such a program. As
stated by Papasolomou and Vrontis (2006, p. 190), existing employees’education and
training regarding the IM programs would help them understand the value of such
programs and also to place their roles in favor of these programs’aims and objectives.
Organizations would benefit from training to shape the attitudes and behaviors of their
employees to be aligned with the required criteria identified by the IM program. We find
that Burmann and Zeplin (2005, p. 288) relates the satisfaction and training of employees in
the late phases of the person’s employment, training would inspire the employee to
recommit to the objectives of the organization and in the same time, provides a succession
platform to the employee’s career path. Ahmed et al. (2003) stresses on the importance of
employee training and development from two sides, one is an effective tool for employee
retention and from the other side, it aligns his/her performance with the organization’s
objectives. This is reinforced by Brumann and Zeplin (2005) that introduced the idea that IM
champions transfer the IM culture to the new recruits in the organization.
The causal relationship between internal market orientation and job satisfaction was
examined by Nguyen et al. (2015) by a cross-sectional study. Furthermore, Ong’unya et al.
(2019) demonstrated that the correlation between his studied three variables, (IM, job
satisfaction and quality health service delivery) were positive and statistically significant,
and the same thing was demonstrated by Sarker and Ashrafi(2018) that there is variation in
the effect of IM factors on job satisfaction, and that the stronger the IM practice; the better
will be the level of employee satisfaction.
According to these empirical work and theoretical considerations, the study presents the
following hypothesis:
H2. There is a significant positive relation between IM practices (job quality and
reward, internal communication, training and development and empathy and
consideration) and job satisfaction.
2.3 The relationship between internal marketing practices and affective commitment
One of the challenges, which organizations face today is building employees’commitment.
There are different definitions of organizational commitment in literature, which most of
them have discussed one common feature of organizational commitment, which is the link
between organization and individuals (Sivaramakrishnan et al.,2008). The two authorities in
the field of organizational commitment, Meyer and Allen (1997), specified three dimensions
of organizational commitment, namely, affective, continuance and normative. Affective
commitment happens when employees are attached emotionally to an organization, which
results in their commitment to pursue the goals and objectives related to the organization.
Meanwhile, continuance commitment views the employee as being less affective and more
calculative considering the costs that would result in terms of interests such as pensions and
security. On the other hand, normative commitment refers to employees’feelings of
obligation to stay with the organization. Such feelings of obligation result from a process of
internalization of normative pressures either prior or following affiliation to an organization.
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Even though there have been substantial debates in the relevant literature about the
organizational commitment, in addition to the investigation of its consequences and
antecedents, still there is no agreement on its role as an antecedent to market or customer
orientation of organizations as stated by Conduit and Mavondo (2001). In addition, on the
other side, there were few studies that investigated the consequent role of organizational
commitment for market orientation, which demonstrated that the more the organization
tends toward market orientation, the more the organizational commitment would improve
(Kohli et al., 1993).
Of all the three dimensions, we noticed from other studies that the affective commitment
plays the most prominent role in organizations’customer orientation attitudes as was
suggested by Lombardi et al. (2019) as that affective commitment has a positive and
significant influence on employees’customer orientation.
Hence, we propose the following hypothesis:
H3. There is a significant positive relation between IM practices (job quality and
reward, internal communication, training and development and empathy and
consideration) and affective commitment.
2.4 The relationship between job satisfaction and customer orientation
The core of IM is to deal with internal employees at all the levels of the organization as
customers as demonstrated by Grönroos (1981, 2001). This has led service organizations to
apprehend how important the employees are as was presented by Mishra S (2010) and to
adopt the IM to deal with their employees as internal customers. Numerous previous studies
have proved the positive effect IM has on job satisfaction (Ahmed et al.,2003;Hwang and
Chi, 2005).
Customer orientation has been one of the most popular concepts to be used by the service
industry recently. Deshpande defines the concept as “the set of beliefs that puts the
customer’s interest first while not excluding those of other stakeholders such as owners,
managers and employees to develop a long-term profitable enterprise”(Javalgi et al.,2006)
and Ruizalba (2014) defined it as the marketing principle that deals with the importance of
considering the wants and needs of customers throughout the organization.
It is mainly the principle of the organization’s readiness to respond to the needs and
wants of customers as was stated by Awwad and Agti (2011). As a matter of fact, we might
consider it as the total package of the welfare of the external customers in an organization.
When such an approach is adopted by an organization, the possibility of higher performance
increases in addition to the quality of services provided(Brady and Cronin, 2001).
Therefore, several studies have investigated the empirical relationship between job
satisfaction and customers’orientation.
The positive relationship between job satisfaction and customer satisfaction and
customer orientation was demonstrated by several studies (Adenugba and Oteyowo, 2012;
Adeoye and Lawanson, 2012;Gafar, 2019). Moreover, the behavior of customer orientation
had been seen as a certain undertaking demonstrated by employees through job satisfaction
and services regarding satisfying the customers (Agyapong et al.,2014;Ajibade et al.,2013).
Organization insufficient job satisfaction in addition to motivation could negatively affect
the functionality of the organization and its tendency to meet the needs and requirements of
its customers (Al-alak and Tarabieh, 2011;Alaranta and Viljanen, 2003;Al-Qudah, 2012).
Varghese, and Edward (2018) argue that employees are to frame their individual goals
that could be valued by the organization, when they are accustomed to the organizational
goals and values, as well as the workplace setting, and that it would help the employees to
Role of job
satisfaction

frame attachment individual bonds and shape the identity in the organizational context
when the organization is willing to share sufficient information with them. Moreover,
something like that would help them discover the relevance of social relations for an
improved organizations identification.
Improving the customer satisfaction and service as a result of using job satisfaction tool
was sustained by the study of Schmit and Allscheid (1995), who found that there is a
positive relationship between customer satisfaction and the service workers’attitude.
Hoffman and Ingram (1992) argued that the overall job satisfaction, among other variables,
is positively related to customer behaviors, while Testa (1999) proved that customer contact
employees’job satisfaction account for 30% of the variance in customersatisfaction.
Upon the above discussion, the researchers propose the following hypothesis:
H4. There is a significant positive relation between job satisfaction and customer
orientation.
2.5 The relationship between affective commitment and customer orientation
One of the challenges, which organizations face today is building employees’commitment.
Commitment is the relative strength of an individual’s identification with, and involvement
in a particular organization. Meyer and Allen (1997), the two authorities in the field of
organizational commitment, specified three dimensions of it, namely, affective, continuance
and normative. Affective commitment is where the employee is seen to be emotionally
attached, identified with the organization, and is, therefore, committed to pursue their goals
with the organization.
Lombardi and Cavaliere (2019) illustrate that there is a positive significant influence of
affective commitment on employees’customer orientation, and that this relationship is fully
mediated by knowledge-sharing behaviors, according to them. Extant research on the
individual antecedents of employees’customer orientation by shedding light on the attitude –
behavior relationship in tourism organizations as an example of the service industry.
Customer-oriented behavior, in the literature of many authors, such as Narver and Slater
(1990) and Jaworski and Kohli (1993) is a very important approach that is frequently
integrated in the service industries. Affective commitment concept offered by Meyer et al.
(1993) was used to measure the emotional attachment of the individual and bond with the
organization. According to Groff (2012), affective commitment plays an important role in
producing various workplace outcomes and acts as a moderating variable in enhancing the
desired outcome.
Upon the above discussion, the researchers propose the following hypothesis:
H5. There is a significant positive relation between affective commitment and customer
orientation.
2.6 The relationship between internal marketing practices and customer orientation through
job satisfaction and affective commitment
Berry (1984) conducted marketing research in the banking industry and proposed that: first,
IM enables a bank to attract and retain the best employees and gain the best work from
them by way of the effect of their satisfaction and second, requirements for employee
satisfaction can be found from the IM research. The research also obtained feedback from
employees in terms of company policies, working conditions and other job-related matters.
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As a result, he also proposed two types of internal market segmentation including “flexible
work hours”and “cafeteria benefits”(Berry, 1984, p. 274).
As was demonstrated by Kirca et al. (2005), most customer-oriented organizations stay
close to their customers as a method of understanding and monitoring their needs, which
entails strong capabilities when it comes to market sensing and customer-related issues.
Such organization maintains direct contact with the customer depending on customer
surveys and focus groups to gather information and data about the desires and perceptions
of their customers, and use such information and data in designing and delivering their
products and services to meet such needs and desires. Furthermore, such organizations tend
to develop and rely on close relationships with their customers to gain more profound
insights of their needs (Kirca et al.,2005).
Furthermore, in such companies who tend to be customer-oriented, employees must
customer-oriented as well (Neill and Richard, 2012; Stock and Watson, 2003). Identification
of customer-oriented employees falls into one of two categories, namely, one who focuses on
the attitudes and beliefs of employees and the other one focuses on employee’s actual
behavior (Stock and Watson, 2003). By adopting the category of beliefs and attitudes, Brady
and Cronin (2001) describe the customer-oriented employee as an employee’s inclination
predisposition toward meeting the needs of customers in the job context. Other authors as
well describe customer orientation as a belief (Kirca et al.,2005) or value (Wieseke et al.,
2007) gained by an employee regarding how important it is to satisfy customer needs.
Saxe and Weitz (1982), in an endeavor to idealize the main components of such attitudes
and behaviors, posit that customer orientation has seven components:
(1) “a desire to help customers make satisfactory purchase decisions;
(2) helping customers assess their needs;
(3) offering products that will satisfy those needs;
(4) describing products accurately;
(5) adapting sales presentations to match customer interests;
(6) avoiding deceptive or manipulative influence tactics; and
(7) avoiding the use of high pressure,”and they focused on these seven components to
measure the customer orientation behavior in the hotel industry in Nigeria.
Customer- orientation phase in IM development has witnessed the introduction of using
marketing- like activities internally as a way to create customer consciousness among the
organization’s employees. Keller et al. (2006, p. 110) describes the internal use of such
activities as aiming at attracting and retaining employees, in such a way the organization
attract and retain its external customers. The main suggestion in this stage of IM
development is that such concept was working toward a mix of marketing like activities
aiming at motivating employees as presented by Papasolomou and Vrontis (2006) and the
intern departmental coordination as was presented by Rafiq and Ahmed (2000) to gain a
more customer-oriented approach.
Hence, organizations should be keen on training their employees and drive them to
maintain customer orientation in all of their behaviors to provide a decent high-quality
service. As far as IM is concerned, Bouranta (2005) demonstrated that IM significantly
affects customer-orientated behavior, and this was sustained by Dalvi and Vahidi
(2013). In addition, the elements of IM have a positive impact on customer orientation
and other elements of market orientation as was demonstrated by Awwad and Agti
(2011).
Role of job
satisfaction

According to these empirical work and theoretical considerations, the study presents the
following hypothesis:
H6. IM practices have a significant, direct and positive effect on customer orientation
behavior through their significant, direct and positive effect on job satisfaction and
affective commitment.
3. Conceptual framework
In this paper, researchers have developed a conceptual framework to depict the relationship
between IM and customer orientation, with the mediating variables of job satisfaction and
affective commitment, as follows (Figure 1).
4. Methodology and procedures
This part of the study speaks of the study variable and their measurement, study population
and sample, reliability tools used and data analysis methods, as follows:
4. 1 Study variables and measurement
This study contains three types of variables, the independent variable, which is:
IM along with its used four dimensions of job quality and reward, internal
communication, empathy and consideration and training and development.
Mediating variables, represented in job satisfaction and affective commitment.
Dependent variable, which is customer orientation.
A self-reported questionnaire was used to assess employees’perceptions of the four
dimensions of the IM, affective commitment (AC), job satisfaction (JS) and customer
orientation (CO), The questionnaire asked them about their perceptions of these variables.
The first part is addressed the demographic variables, e.g. gender, marital status,
educational level, years of experience and position. IM have been measured using a 20-item
scale (Solomon, 2017; Gounaris, 2006). Job quality and reward the first dimension of IM was
assessed by using six items, internal communication the second dimension of IM
was assessed by using five items, empathy and consideration the third dimension of IM was
Figure 1.
Study conceptual
framework
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assessed by using five items, training and development the last dimension of IM was
assessed by using four items depending on Solomon (2017) and Gounaris (2006), affective
commitment (AC) was measured by a six-item scale of Meyer and Allen (1991).Job
satisfaction (JS) was assessed by the Job Satisfaction Survey with a 10-item scale of
Macdonald and Maclntyre (1997),finally, customer orientation (CO) was assessed by using
four items depending on the scale developed by Saxe and Weitz (1982).
4.2 Study population and sample
The study population is represented in the private and governmental service sector in the
Kingdom of Bahrain. Researchers adopted the convenience sample through the distribution
of an online survey. Sample size was (290) individuals, the collected right surveys were (207)
with a response rate of 71%. Table 1 below shows the sample descriptive statistics
according to the used demographic variables.
Table 1 above shows a high degree of proximity between the respondents’genders, as
male participants represented 55.6% while the female ones represented 44%. Moreover, the
20–30 and 30–40 age groups represented together 67.7% of the sample size and these are the
work active age groups, through which, we can measure the study variable more objectively.
Furthermore, the higher education groups, B.Sc., M.Sc. and Doctorate, represented 93.2% of
the sample size, and more than 50% of the sample size have experience for more than
10 years. In addition, respondents from the middle and executive management levels
represented 63.3% of the sample size, which levels up the seriousness level in survey
completion from one side, and provides a better environment for result precision on the other.
Table 1.
Study sample
demographic
characteristics
Characteristics Category Number (%)
Gender Male 115 55.6
Female 92 44.4
Total 207 100
Marital status Married 132 63.2
Single 75 36.2
Total 207 100
Age 20–30 67 32.4
31–40 73 35.3
41–50 41 19.8
50þ26 12.6
Total 207 100
Years of experience #1 12 5.8
2–5 39 18.8
6–10 52 25.1
10þ104 50.2
Total 316 100
Position level Executive management 76 36.7
Middle management 112 54.1
Top management 19 9.2
Total 207 100
Qualification High school 14 6.8
B.Sc. 99 47.8
M.Sc. 51 24.6
Doctorate 43 20.8
Total 207 100
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4.3 Validity and reliability
To conduct the reliability analysis, researchers used Cronbach’s alpha, which the most
commonly used statistical method in measuring the reliability, as it denies the degree of
reliability for the used measure in providing consisting results in the presence of multi
variable measuring tools. As far as validity is concerned, R
2
for the alpha coefficient was
reached to define the validity of the study instrument in measuring the study variables,
upon which, the validity of the measurement structure is determined. Table 2 below
demonstrates the result of the analysis:
Table 2 above indicates that the validity and reliability coefficients for the study variables
are relatively high, as the least Alpha value was 0.765 for Empathy and Consideration. As far
as validity is concerned, confidents were high for all study variables, hence, reached results
indicate an appropriate degree of internal consistency among the used items, and consequently,
the validity of the study instrument logically and statistically to collect the study field data.
4. 4 Data analysis
Statistical package for the social sciences 23 was used in data analysis. Methods used
included the following:
Descriptive statistical measures are represented in ratios and repetitions, means,
SDs and correlation coefficients among variables to give initial results about them.
Multiple regression analysis to test the relation between IM practices and the mediating
variables, affective commitment and job satisfaction based on H2 and H3.
Simple regression analysis to test the relation among the total variable such as the
relation between IM and customer orientation, and the relation between IM and each
of affective commitment and job satisfaction, each at a time, in addition to the
relation between each of affective commitment and job satisfaction and customer
orientation.
5. Results
This will include the description of the study variables and initial indicator, then testing the
study hypotheses, as follows:
5.1 Initial indicators
Before testing the study hypotheses, it is worth mentioning some of the reflected. In this
regard, Table 3 outlines the study variables descriptive data and the two-tailed correlation
(simple linear) between them.
Table 2.
Study variables
validity and
reliability
Ser. Variables Statements Alpha Alpha R
2
1 Job quality and reward 6 0.908 0.952
2 Internal communication 5 0.871 0.933
3 Empathy and consideration 5 0.765 0.874
4 Training and development 4 0.852 0.923
5 Internal marketing (total) 20 0.947 0.973
6 Affective commitment 6 0.875 0.935
7 Job satisfaction 10 0.932 0.965
8 Customer orientation 4 0.939 0.969
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Table 3 above shows that correlation coefficients indicate a substantial correlation
relationship among the study variables. As we notice, there is a positive correlation between
the IM dimensions and each of affective commitment, job satisfaction and customer
orientation. And so is the case between job satisfaction and affective commitment from one
side and customer orientation on the other. Such relation was between medium and strong at
p<001 as outlined in the table.
5.2 Testing the study hypotheses
This part contains the statistical data analysis test for the study hypotheses as follows:
5.2.1 Testing hypothesis 1. This hypothesis aims at testing the relation between IM as a
total variable and customer orientation “there is a significant positive relation between IM
practices and customer orientation.”To test this hypothesis, we used the simple regression
analysis as shown in Table 4 below:
The above results in Table 4 show the following:
The regression parameters confirm a significant positive correlation between IM as
a total variable on one side and customer orientation on the other.
The Adjusted R
2
indicates that IM interprets 26.8% of the customer orientation variance.
Sig. Findicates the significance of results at P<0.001, in addition, Trefers to the
significance of the parameters of the regression equation for this relation.
Table 3.
Study variables
descriptive data and
two-tailed
correlations
JQR COM TR AC JS CO EMPP
JQR Pearson correlation 1
Sig. (two-tailed)
COM Pearson correlation 0.750** 1
Sig. (two-tailed) 0.000
TR Pearson correlation 0.700** 0.709** 1
Sig. (two-tailed) 0.000 0.000
AC Pearson correlation 0.618** 0.637** 0.481** 1
Sig. (two-tailed) 0.000 0.000 0.000
JS Pearson correlation 0.811** 0.753** 0.669** 0.659** 1
Sig. (two-tailed) 0.000 0.000 0.000 0.000
CO Pearson correlation 0.444** 0.563** 0.398** 0.527** 0.565** 1
Sig. (two-tailed) 0.000 0.000 0.000 0.000 0.000
EMPP Pearson correlation 0.623** 0.741** 0.640** 0.500** 0.697** 0.422** 1
Sig. (two-tailed) 0.000 0.000 0.000 0.000 0.000 0.000
Note: **Correlation is significant at the 0.01 level (two-tailed)
Table 4.
Results of simple
regression analysis
to the relation
between IM and
customer orientation
Predictor Beta B RR
2
T-value Sig. t
IM 0.521 0.622 0.521 0.272 8.745 0.000***
Constant 1.824
Adj. R
2
0.268
F76.480
Fsig. 0.000***
Note: ***p<001
Role of job
satisfaction

To reveal the relative importance of the IM dimensions to interpret the customer orientation
variance for service sector employees in Bahrain, multiple regression analysis was used as
shown in Table 5 as follows:
The above table indicates a significantpositive effect of internal communicating, as one of
IM practices, on customer orientation. The R
2
indicates that internal communication
interprets 30.5% of the customer orientation variance. Sig. Findicates the significance of
results at p<0.001, in addition, Trefers to the significance of the parameters of the model for
this relation.
In addition, the above table indicates that B and Beta are of positive values, which
confirms the positive effect on internal communication on customer orientation. T
significance indicates the parameters’significance mentioned in the regression equation for
this relation.
Based on the above, we may say that internal communication is the only IM practice that
positively in a significant and direct manner affect customer orientation. Hence, we partially
accept H1 as the results have not supported the assumed effect of the other IM practices on
customer orientation.
5.2.2 Testing hypothesis 2. This hypothesis aims at testing the relation between IM
practices and job satisfaction “there is a significant positive relation between IM practices
and job satisfaction.”To test this hypothesis, we used the simple regression analysis as
shown in Table 6 below:
The above results in Table 6 show the following:
The regression parameters confirm a significant positive correlation between IM as
a total variable on one side and job satisfaction on the other.
Table 5.
Results of multiple
regression analysis
to the relation
between IM practices
and customer
orientation
Predictors B Beta TSig. tEffect
Job quality and reward 0.060 0.056 0.594 0.553
Internal communication 0.546 0.532 4.979 0.000 **
Training and development 0.026 0.024 0.264 0.792
Empathy and consideration 0.008 0.008 0.087 0.930
Constant 1.805
R0.546
R
2
0.318
Adj. R
2
0.305
F23.596
FSig. 0.000***
Note: ***p<001
Table 6.
Results of simple
regression analysis
to the relation
between IM and job
satisfaction
Predictor Beta B RR
2
T-value Sig. t
IM 0.841 0.952 0.841 0.707 22.180 0.000***
Constant 0.313
Adj. R
2
0.705
F491.952
FSig. 0.000***
Note: ***p<001
IJOA

The Adjusted R
2
indicates that IM interprets 70.5% of the job satisfaction
variance.
Sig. Findicates the significance of results at P<0.001, in addition, Trefers to the
significance of the parameters of the regression equation for this relation.
To reveal the relative importance of the IM dimensions to interpret the job satisfaction
variance for service sector employees in Bahrain, multiple regression analysis was used as
shown in Table 7 as follows:
The above table indicates a significant positive effect of IM practices of job
quality and reward, internal communication and empathy and consideration on job
satisfaction. The R
2
indicates that internal communication interprets 72.4% of the
job satisfaction variance. Sig. Findicates the significance of results at P<0.001, in
addition, Trefers to the significance of the parameters of the model for this relation.
In addition, the above table indicates that B and Beta are of positive values, which
confirms the positive effect of those dimensions on job satisfaction. Tsignificance
indicates the parameters’significance mentioned in the regression equation for this
relation.
Based on the above, we accept H2 for the three dimensions in their effects on job
satisfaction. While results have not supported the assumed effect of the training and
development on job satisfaction.
5.2.3 Testing hypothesis 3. This hypothesis aims at testing the relation between IM
practices and affective commitment “there is a significant positive relation between IM
practices and affective commitment.”To test this hypothesis, we used the simple regression
analysis as shown in Table 8 below:
Table 7.
Results of multiple
regression analysis
to the relation
between IM practices
and job satisfaction
Predictors B Beta TSig. tEffect
Job quality and reward 0.500 0.511 8.546 0.000 ***
Internal communication 0.168 0.171 2.532 0.012 **
Training and development 0.049 0.049 0.858 0.392
Empathy and consideration 0.204 0.220 3.884 0.000 ***
Constant 0.328
R0.854
R
2
0.729
Adj. R
2
0.724
F135.342
FSig. 0.000***
Table 8.
Results of simple
regression analysis
to the relation
between IM and
affective
commitment
Predictor Beta B RR
2
T-value Sig. t
IM 0.654 0.761 0.654 0.416 12.087 0.000***
Constant 0.891
Adj. R
2
0.413
F146.085
FSig. 0.000***
Note: ***p<001
Role of job
satisfaction

The above results in Table 8 show the following:
The regression parameters confirm a significant positive correlation between IM as
a total variable on one side and affective commitment on the other.
The Adjusted R
2
indicates that IM interprets 41.3% of the job satisfaction variance.
Sig. Findicates the significance of results at p<0.001, in addition, Trefers to the
significance of the parameters of the regression equation for this relation.
To reveal the relative importance of the IM dimensions to interpret the affective
commitment variance for service sector employees in Bahrain, multiple regression analysis
was used as shown in Table 9 as follows:
The above table indicates a significant positive effect of IM practices of job quality
and reward and internal communication on affective commitment. The R
2
indicates
that job quality and reward and internal communication interpret 44.2% of affective
commitment variance. Sig. Findicates the significance of results at P<0.001, in
addition, Trefers to the significance of the parameters of the model for this relation.
In addition, the above table indicates that B and Beta are of positive values, which
confirms the positive effect of those dimensions on affective commitment. T
significance indicates the parameters’significance mentioned in the regression
equation for this relation.
Based on the above, we accept H3 for the dimensions of job quality and reward and
internal communication in their effects on affective commitment. While results have not
supported the assumed effect of the training and development and empathy and
consideration on affective commitment.
5.2.4 Testing hypothesis 4. This hypothesis aims at testing the relation between job
satisfaction and customer orientation “there is a significant positive relation between job
satisfaction and customer orientation.”To test this hypothesis, we used the simple
regression analysis as shown in Table 10 below:
The above results in Table 10 show the following:
The regression parameters confirm a significant positive correlation between job
satisfaction and customer orientation.
The Adjusted R
2
indicates that job satisfaction interprets 31.6% of customer
orientation variance.
Sig. Findicates the significance of results at p<0.001, in addition, Trefers to the
significance of the parameters of the regression equation for this relation.
Table 9.
Results of multiple
regression analysis
to the relation
between IM practices
and affective
commitment
Predictors B Beta TSig. tEffect
Job quality and reward 0.358 0.341 4.029 0.000 ***
Internal communication 0.424 0.404 4.220 0.000 ***
Training and development 0.067 0.062 0.766 0.455
Empathy and consideration 0.028 0.028 0.348 0.728
Constant 0.904
R0.673
R
2
0.452
Adj. R
2
0.442
F41.718
FSig. 0.000 ***
IJOA

5.2.5 Testing hypothesis 5. This hypothesis aims at testing the relation between affective
commitment and customer orientation “there is a significant positive relation between
affective commitment and customer orientation.”To test this hypothesis, we used the simple
regression analysis as shown in Table 11 below:
The above results in Table 11 show the following:
The regression parameters confirm a significant positive correlation between
affective commitment and customer orientation.
The Adjusted R
2
indicates that affective commitment interprets 27.4% of customer
orientation variance.
Sig. Findicates the significance of results at P<0.001, in addition, Trefers to the
significance of the parameters of the regression equation for this relation.
5.2.6 Testing hypothesis 6. This hypothesis tests the mediation roles of each of job
satisfaction and affective commitment in the direct relation course between IM practices and
customer orientation behavior “IM practices have a significant, direct and positive effect on
customer orientation behavior through their significant, direct and positive effect on job
satisfaction and affective commitment.”
To test this hypothesis, Baron and Kenny mediation method was followed. Next,
Table 12 demonstrates regression models as per the above method before and after the use
of the mediating variables.
The above table demonstrates the hierarchical regression. Results of Stage 1 indicate a
significant positive effect of IM practices on customer orientation behavior, as (f) value is
76.48, which is significant at p<0.001 and R
2
value is 27% and (B) value is 0.6230.
In Stage 2, we induced affective commitment with the IM practices as independent
variables in the second regression equation. This resulted in the increment of R
2
to be
33.3%, which means the addition of an extra interpretive content as a result of the induction
Table 11.
Results of simple
regression analysis
to the relation
between affective
commitment and
customer orientation
Predictor Beta B RR
2
T-value Sig. t
IM 0.527 0.532 0.527 0.277 8.870 0.000***
Constant 2.064
Adj. R
2
0.274
F78.668
FSig. 0.000***
Note: ***p<0.001
Table 10.
Results of simple
regression analysis
to the relation
between job
satisfaction and
customer orientation
Predictor Beta B RR
2
T-value Sig. t
IM 0.565 0.614 0.565 0.320 9.789 0.000***
Constant 1.815
Adj. R
2
0.316
F95.830
FSig. 0.000***
Note: ***p<0.001
Role of job
satisfaction

of the mediating variable, in addition to the decrease of (f) value to be 51.1 and (B) value to be
0.3711. Those results were significant at p<0.001.
As induction of the mediating variable has decreased the significant effect of the
independent variable in Stage 1, with remaining significant, hence, the affective
commitment plays a mediating role in the direct relation course between IM practices and
customer orientation behavior, but a partial mediation (Table 13).
Next, table demonstrates the results of testing the mediating role of job satisfaction in the
relation between IM practices and customer orientation behavior.
The above table demonstrates the hierarchical regression. Results of Stage 1 indicate a
significant positive effect of IM practices on customer orientation behavior, as (f) value is
76.87, which is significant at p<0.001 and R
2
value is 27% and (B) value is 0.6248.
In Stage 2, we induced job satisfaction with the IM practices as independent variables in
the second regression equation. This resulted in the increment of R
2
to be 32.7%, which
means the addition of an extra interpretive content as a result of the induction of the
mediating variable, in addition to the decrease of (f) value to be 49.412 and (B) value to be
0.1949. Those results were insignificant at p<0.001.
As induction of the mediating variable has eliminated the significant effect of the
independent variable in Stage 1, hence, the job satisfaction plays a mediating role in the
direct relation course between IM practices and customer orientation behavior, which is a
complete mediation.
The researchers tested the mediation roles of affective commitment and job satisfaction
using Sobel mediation test, which confirmed the reached results. Such a test is attached in
annex (1) of this paper.
Table 12.
Testing the
mediating role of
affective
commitment in the
relation between IM
practices and
customer orientation
behavior
Dependent
variable
Independent
variables
Stage 1 before mediator Stage 2 after mediator
Bt-value sig. tBt-value sig. t
Customer
orientation
behavior
IM practices 0.6230 8.7453 0.000*** 0.3711 4.1577 0.000***
Affective
commitment
(mediator)
0.3297 4.3597 0.000***
R
2
0.2717 0.333
F76.4801 51.102
(Sig. F) 0.000*** 0.000***
Note: *** p<001
Table 13.
Testing the
mediating role of job
satisfaction in the
relation between IM
practices and
customer orientation
behavior
Dependent
variable
Independent
variables
Stage 1 before mediator Stage 2 after mediator
Bt-value sig. tBt-value sig. t
Customer
orientation
behavior
IM practices 0.6248 8.7679 0.000*** 0.1949 1.535 0.126NS
Job
satisfaction
(mediator)
0.4648 4.026 0.0001***
R
2
0.2717 0.3274
F76.876 49.412
(Sig. F) 0.000*** 0.000***
Note: *** p<001
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6. Discussion
In this part of the paper, we will discuss the study results and their interpretation in the light
of the previous studies as far as the relations included are concerned, based on the following:
H1 tests the relation between the IM practices and customer orientation. Results have
revealed a significant positive relation between them for employees of Bahrain service
sector. It demonstrated that IM practices interpret 26.8% of customer orientation for the
sample individuals. Internal communication was the only dimension with a positive effect
on customer orientation. This agrees with results reached by Rafiq and Ahmed (2000),
Papasolomou and Vrontis (2006),Park and Tran (2018),Gafar et al. (2014),Bemnet Shiferaw
(2018). Hence, we may conclude that caring for communication channels that allow
employees to express their opinions on work policies and procedures lead to raising their
responses toward a customer orientation.
H2 tests the relation between the IM practices and job satisfaction. Results have revealed
a significant positive relation between them. It demonstrated that IM practices together
interpret 70.5% of job satisfaction for the sample individuals. It also shows that the
dimensions of quality of job and rewards, internal communication and empathy and
consideration have a positive significant effect on job satisfaction. This is because of the
value of the adjusted R
2
of 72.4% of the job satisfaction’s variance. This agrees with results
reached by Nguyen et al. (2015),Ong’unya et al. (2019),Sarker and Ashrafi(2018). Hence, we
may conclude that if the organization cares for specific practices such as job quality and
reward, this makes the work environment more amicable and enjoyable for employees and
give them the opportunities for promotions. If we look at the internal communication, we
find that it leads to freedom of expression through providing vertical channels of
communication to be used by employees to request any support regarding their
performance. Furthermore, showing empathy and consideration toward employees through
open discussions about their professional and personal affairs with supervisors leads to
their acceptance, which leads to raise the level of their job satisfaction.
H3 tests the relation between the IM practices and affective commitment. Results have
revealed a significant positive relation between them. It demonstrated that IM practices
together interpret 41.3% of affective commitment for the sample individuals. It also shows
that the dimensions of quality of job and rewards, internal communication have a positive
significant effect on affective commitment. This is because of the value of the adjusted R
2
of
44.2% of the affective commitment’s variance. This agrees with results reached by Kohli
et al. (1993),Lombardi et al. (2019) and Conduit and Mavondo (2001). Hence, we may
conclude that if the organization cares for specific practices such as job quality and reward,
this makes the work environment more amicable and enjoyable for employees and
give them the opportunities for promotions. If we look at the internal communication, we
find that it leads to freedom of expression through providing vertical channels of
communication to be used by employees to request any support regarding their
performance. Furthermore, this indicates a raise in the employee’s affective commitment
level such as a sense of belonging and emotional attachment, in addition to the desire to
terminate employment cycle life within the organization.
H4 tests the relation between job satisfaction and customer orientation. Results have
revealed a significant positive relation between them. It demonstrated that job satisfaction
interprets 31.6% of customer orientation for the sample individuals. This agrees with results
reached by Adenugba, and Oteyowo (2012),Adeoye and Lawanson (2012), Yusu (2019),
Agyapong and Acheampong (2014), Ajibade et al. (2013),Al-alak and Tarabieh (2011),
Alaranta and Viljanen (2003) and Al-Qudah (2012). Hence, we may conclude that the
employee’s leveling up of customer orientation comes from his sense of job satisfaction in
Role of job
satisfaction

general, with special consideration to specific sides such as job security, job content, the
organization’s consideration, how beneficial the job is to his/her physical fitness, being
satisfied with his income and dealing with supervisors, in addition to his cognition that all
skills he/she possesses are used during the job performance.
H5 tests the relation between the affective commitment and customer orientation.
Results have revealed a significant positive relation between them. It demonstrated that
affective commitment interprets 27.4% of customer orientation for the sample individuals.
This agrees with results reached by Lombardi and Cavaliere (2019) and Groff (2012). Hence,
we may conclude that the employee’s raise of affective commitment toward the organization,
such as his/her sense of belonging and emotional attachment leads to raising up the
employee’s customer orientation attitude.
H6 This hypothesis tests the intervention mediating role of each of job satisfaction and
affective commitment in the direct path of the relationship between IM and customer
orientation. Results revealed the affective commitment plays an intervention mediating role
in the relationship, but a partial role. Meanwhile, it is demonstrated that job satisfaction
plays a full intervention mediating role in the relationship. This agrees with results reached
by Noor et al. (2010) and Sina Fakharmanesh et al. (2014). Hence, we may conclude that the
employee’s each of job satisfaction and affective commitment plays an important
intervention mediation role in the role in the direct path of the relationship between IM and
customer orientation, even though job satisfaction plays a partial role and affective
commitment plays a full one. So, organizations should give a due consideration to both of
them if it wants to raise up the level of customer orientation attitude for their employees.
7. Conclusion
The study resulted in some conclusions, either on the theoretical side or the application one,
to be summarized in the following:
On the theoretical side, the study strongly demonstrated a significant positive relation
between IM practices from one side and customer orientation on the other, which comes in
line with the results of other previous studies that were mentioned earlier. Hence, and
theoretically talking, IM practices are among the most important HR practices related to
marketing and promoting the organization to its employees. This is reflected on many
organizational implications, to include but not limited to, customer orientation behaviors.
This would enrich, on a simple level, the available few literature on this important research
arena, especially in the Middle East.
Furthermore, the study reveals a significant positive relation between IM as a total
variable and each of job satisfaction on one side and affective commitment on the other. In
addition, it reveals a significant positive effect of each of IM practices of job quality and
reward, internal communication and empathy and consideration on the employees’job
satisfaction; and a significant positive effect of each of IM practices of job quality and
reward and internal communication on the employees’affective commitment.
Such results around IM practices could make us consider them as Motivating Factors in
accordance with what was mentioned by Herzberg’s Motivation Theory –Two Factor
Theory (1959):
(1) Motivating factors
The presence of motivators causes employees to work harder. They are found within the
actual job itself.
(1) Hygiene factors
IJOA

The absence of hygiene factors will cause employees to work less hard. Hygiene factors are
not present in the actual job itself but surround thejob.
Moreover, some of these practices could be considered as important antecedents to
achieve the employees’affective commitment, but this needs more investigations and
studies.
The study strongly indicates a mediating role for each of job satisfaction and affective
commitment on one side and customer orientation behaviors on the other. As it is known
that job satisfaction and affective commitment are considered among the most important job
outcomes, and hence, are not considered ultimate outcomes, especially in the light of such
outcomes’reflection on employees’behaviors related to customer orientation. Such an
indication needs more robust systematic studies to determine other consequences for these
job outcomes.
On the application side, the study reveals a significant direct effect of IM practices and
customer orientation behaviors. Such practices affect customer orientation through their
effect on job satisfaction and affective commitment. This indicates the importance of the
indirect effects of HR practices.
8. Study limitations and directions for future studies
The study investigated the effect of IM practices of job quality and reward internal
communication, training and development and empathy and consideration on customer
orientation, even though there are other IM practices, but due to time and resource
constrains, the researcher could not cover all of them. In addition, the study depended on the
survey to collect information, though it is a respected instrument in descriptive
methodologies, it received much criticism that could be a limitation by itself, in addition to
another limitation, which is self-reporting in some of the study data part, especially when it
comes to job satisfaction, affective commitment and customer orientation, something that
should be considered when interpreting study results. Moreover, the study was limited to
the relations among the variables used and has not dealt with analyzing the differences’
significance in employees’apprehension of the variables to allow for other studies to
investigate the significance of such differences.
As the study addressed the mediating roles of job satisfaction and affective commitment
in the direct course of the relation between IM and customer orientation behaviors, it is
important to investigate other mediating variables such as work engagement and job
involvement, and investigate whether such variables have mediating or moderating roles in
that course. Moreover, because of the importance of customer orientation in the service
sector, it is important to investigate the other IM practices and their effect on customer
orientation. Furthermore, as the study addressed the service sector, we recommend other
studies to address the industrial sector and compare results with results reached by the
current study to decide similarities and differences between both sectors and their
indications.
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Role of job
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Appendix. Sobel mediation test
Corresponding author
Adel Al Samman can be contacted at: adel.alsamman@asu.edu.bh
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Table A1.
Total, Direct and
Indirect Effects of IM
!CO Sobel
mediation test
ULCI LLCI Sig.t. t-value SE Effect Type of effect Mediators
0.7623 0.4818 0.00*** 8.745 0.0711 0.6220 Total effect AC
0.5470 0.1951 0.00*** 4.157 0.0892 0.3711 Direct effect
BootULCI BootlLLCI Bootse effect Indirect effect
Partially
standardized
indirect effect
0.3759 0.1264 0.0639 0.2408
ULCI LLCI Sig.tt.value SE effect Type of effect JS
0.7653 0.4843 0.000*** 8.767 0.0713 0.6248 Total effect
0.4453 0.0554 0.126NS 1.535 0.1270 0.1949 Direct effect
BootULCI BootlLLCI Bootse effect Indirect effect
Completely
standardized
indirect effect
0.5556 0.1626 0.0999 0.3599
Note: ***p<0.001
IJOA