




































American Research Journal of Economics, Finance and Management 

Volume 12 Issue 3, July-September 2024 
ISSN: 2836-9416 
Impact Factor: 5.57 
Journal Homepage: https://americaserial.com/Journals/index.php/ARJEFM, 
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INTERNAL MARKETING STRATEGIES AND EMPLOYEE 

PERFORMANCE OF COMMERCIAL BANKS IN UYO, AKWA 

IBOM STATE 
 

1 Aniebiet J Etuk, 2Aniekan Eyo Awah and 3Aniefiok Okon Akpan 
1Department of Marketing, Akwa Ibom State University, Obio Akpa Campus 

2&3Department of Marketing, University of Uyo, Akwa Ibom State. 

Email: aniekaneawah@uniuyo.edu.ng 

DOI: https://doi.org/10.5281/zenodo.12795383 

 

Abstract: This study focused on the influence of internal marketing strategies on commercial banks 

in Uyo Metropolis, Akwa Ibom State. To achieve this objective, data were obtained using a survey of 

143 respondents drawn from the banks staff. 131 copies of the questionnaire were returned in useable 

form representing approximately 92% return rate and analyzed using the simple regression model 

(SRM) and hypotheses tested with linear regression at 0.05 level of significance. Findings revealed 

that internal marketing strategies had significant influence on employee performance. This means 

that every unit that internal marketing strategies such as (motivation (rewards) and effective 

communication) increases employee performance will also increase. Thus, we recommend that 

marketing managers of commercial banks should develop and implement structured rewards 

systems that recognize and incentivize high performance among employees, this could include 

bonuses, recognition programs and performance based promotions.  They should enhance effective 

use of motivations (rewards) to increase employee performance. 

Keywords: Internal Marketing, Effective communication, Motivation and Employees Performance 

 

INTRODUCTION 

Service marketing has evolved into a highly competitive discipline with many factors influencing 
service, quality and the ultimate source of deposit money banks. Due to the nature of services often 
the main determinant of customer’s perception of service quality is their interaction with the bank staff 
and this helps banks to acknowledge the importance of employee in service delivery and quality 
(Udonde, Akpan and Awah, 2022). 
Internal marketing is an internal process of initiating, maintaining and developing relationships 
between employees, their management and the organization for the purpose of creating superior value 
for customers (Gapp and Merrilees, 2016). This view is upheld in literature by Robert and Steyn (2017) 
and Ahmed and Rafig (2011) who agreed that internal marketing (IM) is the process whereby internal 

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American Research Journal of Economics, Finance and Management 

Volume 12 Issue 3, July-September 2024 
ISSN: 2836-9416 
Impact Factor: 5.57 
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relationships are built with the aim of creating value. Gapp and Merilees (2016) view IM as being an 
appropriate method for communicating an organization's brand internally. They describe IM as a 
concept based on the believe that with a service value chain, a firm’s internal customers (employees) 
can be motivated to strive towards customer consciousness, market orientation and sales mindedness 
through the application of accepted internal marketing approaches. 
Hence, employee satisfaction and employee performance are related in that both require the provision 
of rewards to satisfy wants and needs in order to do so banks need to treat employees in much the 
same way as they would do to their customers. Accordingly, Udonde, Akpan and Awah (2022) see the 
concept of internal marketing as a marketing activity which deals and focuses on employee satisfaction 
as well as a business philosophy which promote the firm and it policies to its employees as if they were 
the firm’s customers. According to them, excellent services to the firm’s customers are as a result of 
satisfied and committed employees. 
Internal marketing relates with employee performance. It increases employee’s performance and 
retention, creates a customer oriented workforce, enhance relationship with the external businesses, 
facilitate a better flow of information, aid in empowering employees, increases compliance with 
protocols and standards as well as improving the reputation of the brand and profits (Udonde, Akpan 
and Awah, 2022).  
Unfortunately there have been several studies (see for example, Amangala and Wali, 2013; Makaddem 
and Adnani, 2019; Udonde, Akpan and Awah, 2022; Imani et. al. 2020 and Anwan et, al. 2015) on 
internal marketing, but little or no effort have been done in the area of internal marketing and 
employee performance of deposit money banks in developing, economies like Nigeria. More so, many 
studies on internal marketing have been focusing on aviation industry with very little or no effort on 
deposit money banks particularly in Uyo, Akwa Ibom State. It is against this background that we 
attempt to investigate the influence of internal marketing on employee performance of deposit money 
banks with particular reference to deposit money banks in Uyo Metropolis, Akwa Ibom State. 
1.2 OBJECTIVES OF THE STUDY  
The main objective of this study was to examine the influence of internal marketing on employee 
performance in commercial banks in Uyo Metropolis, Akwa Ibom State. The specific objectives 
therefore include to: 
1. Examine the effect of employee motivation (reward) on employee performance in commercial 

banks in Uyo Metropolis, Akwa Ibom State. 

2. Ascertain how effective communication influence employees performance in commercial banks 

in Uyo metropolis, Akwa Ibom State. 

Research Questions  

This study attempt to provide answers to the following research questions  

1. What is the effect of employee motivation (reward) on employee performance in commercial 

banks in Uyo metropolis, Akwa Ibom State? 

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2. To what extent does effective communication influence employee performance in commercial 

banks in Uyo metropolis, Akwa Ibom State? 

Hypotheses  

The following hypotheses where postulated to guide the study  

Ho1: Employee motivation (reward) does not significantly affect employee performance in commercial 

banks. 

Ho2: Effective communication does not significantly influence employee performance in commercial 

banks  

REVIEW OF RELATED LITERATURE 

2.1CONCEPTUAL FRAME WORK  

2.1.1 CONCEPT OF INTERNAL MARKETING  

Internal marketing (IM) has in recent years embodied the philosophy and is defined by Papasolomou 

and Vromtis (2016) as any form of marketing within an organization which focuses on the staff and 

internal activities used in other to enhance external market place performance. Gounaris (2016) agrees 

with leading IM authors. Ahmed and Rafig (2002), in that IM can be used to improve service quality 

and external marketing campaigns, but that it effects on both concepts is mediated by IM's influence 

on employee satisfaction. IM sees employees as internal customers, jobs as internal product which 

seek to offer internal products that will satisfy the needs and wants of these internal customers at the 

same time addressing the organizations objectives, it is seen as the effort of service firms which 

provides all members of the organization with a clear insight and understanding of the corporate 

mission and objectives, training, motivation and evaluation to achieve the desired objectives 

(Mokaddem and Asnani, 2019). 

Previous research into IM aimed at understanding the abstract concept of IM in terms of its definition, 

synthesis and extension (Ahmed and Rafig, 2011), to relationship marketing and service quality 

(Barnes, Fox and Morris, 2004), the impact of IM on various service industries (Keller et al., 2006; 

Hwang and Chi, 2005; Papasolomon and Vrontis, 2016), internal marketing orientation (Lings and 

Greenby, 2005), the link between internal marketing, organization culture and job satisfaction (Shiu 

and Yu, 2010) and how to use IM to improve service quality (Tsai and Tang, 2008). Although authors 

agree that there are links between job satisfaction and service quality (Shiu and Yu, 2010;Udonde, 

Akpan and Awah, 2022) and that IM has relationship with job satisfaction (Yang and Coarts, 2009; 

Gounaris, 2006; Chang, 2007) there are often overlapping IM constructs and authors cannot agree as 

to what constitutes IM. Elements such as jobs as products (Gounaris, 2006), place (Papasolomou and 

Vrontis 2016; Barnes, 2004) promotion or internal communication (Bumann and Zeplin, 2005; 

Ahmed and Rafig, 2012;Udonde, Akpan and Awah, 2022) people (papa Solomon  and vrontis, 2016; 

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Robert, Lombard and Steyn, 2007; Gounaris, 2006; Mokaddem and Adnani; 2019), Reward (Blames, 

Fox and Morris,2004; Ahmed and Rafig, 2012; Mokaddem and Adnani, 2019, Amangala and Wali, 

2013) and leadership (Burmann and Zeplin, 2005; Ahmed, Rafig and Saad, 2003; Gonuaris, 2006) 

have all been studied by various authors. These elements are seemingly indiscriminately change and 

adapted to suit individual studies and often broad IM element are broken into numerous more specific 

construct until one is faced with a veritable minefield of possible IM elements. 

Elsamen and Alishurideh (2012), assert that training employees for specific purposes like how to 

communicate with others will help in improving the internal service quality among the co-workers. 

This assertion is in support of Kotler and Armstrong (2013) who postulates that the organization 

should carry out internal marketing before external marketing. Further as the task of successfully 

hiring, training and motivating able employees to serve the customers with the emphasis that it makes 

no sense for a business firm to promise excellent product or service before the firm’s staff is ready to 

provide it. Udonde, Aniefiok and Awah (2022), advocate that the goal of internal marketing lies in 

motivating the employees and encourage them to offer superior service to customers which will 

improve the customer satisfaction of the company services. Elisamen and Alshrideh (2012) list the 

dimensions of internal marketing as employee motivation and reward, effective communication, 

employee development, employee selection, employee recruitment, support system and healthy work 

environment.  

From the review of numerous literature many construct have been identified by researchers on the 

dimensions or constructs of internal marketing, the first two constructs (employee motivation, 

rewards and effective communication) advocated by Elsamen and Alshurideh (2012) seem consistent 

hence, they were adopted in this current study.  

EFFECTIVE COMMUNICATION  

Internal communications systems include relationship between and within departments. Good 

internal communication acts as a binding ingredient in organization for the implementation of 

successful strategies (Ahmad, Igbal and Sheerah, 2012). In most companies, communication provides 

an information channel; it links managers and employees in different departments within the same 

organization (Ali, 2016). 

Carrier and Bourque (2019) revealed that management spend 75% or more of their work time engaging 

in some form of communication. Lovelock and wright (2019) affirm that an effective internal 

communication is a very important instrument or tool for internal marketing. It helps the management 

to ensure effective service delivery at a high satisfactory level and helps build employee trust, respect 

and loyalty. Organizations must give a serious consideration to improve the level of communication 

with employees to communicate its vision and mission as well as provide effective strategies to transfer 

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knowledge and information, by using different methods such as team work, discussion session and 

internal newsletter (Elsamen and Alshurideh, 2012). 

EMPLOYEE MOTIVATION (REWARD) 

Motivation is defined as the process that propels an individual’s intensity, direction and persistence of 

effort towards attaining a goal. According to Udonde, Akpan and Awah (2022), among the factors that 

affect employee performance, motivation that comes with reward is of utmost importance.  

Theorist such as Maslow (1943), Hezberg, Mausner and Snyderman (1959) and Alderfer(1972) have 

sought to explain employee motivation by holding unto the assumption that all individuals possesses 

the same set of needs and therefore prescribe the characteristics that ought to be present in the jobs. 

Maslow (1943) arranged human needs into a pyramid and combined them with motivation as a factor 

that encouraged people to satisfy their needs. Herzberg, Mausner and Snyderman (1959) divided 

motivation into extrinsic and intrinsic factors, which influence employee’s motives and job 

satisfaction. In the early development phase, the majority of the studies on internal marketing focused 

on the issue of employee motivation and satisfaction. The major reason behind these was the fact that 

the roots of the internal marketing concept lie on efforts to improve service quality in organizations 

(Pranowo, 2012) 

Motivation therefore is about what a person wants and his emotional state which drives him in the 

direction of achieving what he wants (Mullin, 2019). Elsamen and Alshurideh (2012) posit that 

companies that seek competitive advantage through employees must be able to manage the behavior 

and result of all employees. Papasolomou and Vrontis (2016) have indicated that there is no doubt that 

motivation is an important factor that improves the performance of the employee. Udonde, Anefiok 

and Awah, 2022 sees it as an attribute that drives one to do or not to do something, strengthen 

employees to perform at their very best using diverse skills, tactics and processes. They see it as a 

powerful energy that drives, move and excite employees which usually end in their maximum 

productivity and contribution with a high level of employee’s performance. They encourage managers 

to create an atmosphere where their employees will work and contribute to the realization of the 

organizations goal.  

Thus, many organizations set a systematic reward to motivate its employees in order to improve their 

service quality and delivery (Papasolomou and Vrontis, 2016). Some of the ways that personnel could 

be motivated are through salary increment, fringe benefits, job security, physical surroundings and 

safety of the work. 

Mokaddem and Adnani (2019) asserts that financial incentives will get people to do more of what they 

are doing. Thus, Pantea et, al. (2020) adds that there is no doubt that motivation is the key to increase 

employee performance, but there is no clear cut answer to the question of how to motivate. 

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EMPLOYEE PERFORMANCE  

Since employees are main source of competitive advantage in service-oriented organization. 

Performance is the extent to which firm employees contributes to the achievement of the 

organizational goals (Mokaddem and Adnani, 2019), employee performance is the output of an 

employee. It involves task successfully completed by selected individual or individuals. Many 

organizations in trying to decide on the abilities and output of their employees use the performance of 

their employees as a rating system. Thus, employee performance is linked with the quality and quantity 

of output, efficiency and effectiveness of accomplished task, timeliness of output and job 

presence/attendance. (Udonde, Akpan and Awah, 2022). 

One of the techniques/strategies for developing and initiating innovations in organizations is to have 

skilled human resources that aid in contributing to the self - efficiency of employees. Hence, perceived 

self-efficiency and critical skills is a critical success factor for performance. Therefore, given the human 

resources potentials, employees can be an important element that aid organization’s success in moving 

towards innovations to a large extent (Imani et, al., 2020).Thus, good employee performance leads to 

positive customer perception of the service quality while poor employee performance is the result of 

increase customer complaint and brand switching (Mokaddem and Adnani, 2019). 

RELATIONSHIP BETWEEN EMPLOYEE MOTIVATION (REWARD), EFFECTIVE 

COMMUNICATION AND EMPLOYEE PERFORMANCE  

Service organization focuses on consistently delivering high service quality but these services are 

offered by employees and employees are not always consistent. This brought to the fore the problem 

of how to ensure that service quality delivered by employees is of a consistently high quality. The 

solution to this was proposed as being employee motivation and satisfaction (Ahmed and Rafig, 2002). 

Berry, Wall and Carbone (2006) support this assertion by putting forward the concept of employees 

as internal customers whose job products satisfy their needs. The premise of this in the development 

of internal marketing (IM) was that in the marketing of service, much of what the customer buys is 

human acts of performance. Therefore, in order for an organization to have satisfied client who receive 

consistently high service quality, an organization must have satisfied employees (Ahmed and Rafig, 

2002). This then leads to the people aspect of IM namely the recruiting, training, retention and 

motivation of the high-quality employees (Burmann and Zeplin, 2005; Papasolomou and vrontis, 

2016). 

The importance of motivation among the work force cannot be overstated. Happy workers lead to 

happy customers and happy customers lead to successful businesses. On the opposite side, unhappy 

workers are likely to leave the company and when this happens, the company usually loses out 

(Nickels, McHugh and McHugh, 2010). Motivating the right people to join and remain with the 

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organization is a key function of managers because people are willing to work and work hard if they 

feel that their work makes a difference and is appreciated, people are motivated by a variety of things 

such as recognition, accomplishment and statues (Nickels, McHugh and McHugh, 2010). Employees 

are service organizations most importantasset, as the interaction between employee and customers is 

the focal point of the customer’s evaluation of the entire service process (Gracia, Cifre and Grou, 2010). 

Employees represent the organization to customers and are crucial to the success of their organization 

service offering as they interact directly with the organization's client (Mishara, 2010). Zeithaml and 

Bitner (2009) refer to the role of employees as being that of a boundary spanner, meaning that they 

provide a link between the consumer and the internal operations of the organization and are not only 

vital in terms of providing the service, but in understanding and filttering information between the 

two. 

Berry, Wall and Carbone (2006) state that while the technical quality of the delivery process can meet 
customer expectations. It is usually the human interactions between employees and customers that 
exceed expectations and lead to customer satisfaction and loyalty, the author emphasizes the 
importance of the interaction between staff and customers by stating that although these interactions 
are the likely cause of delight, they also have the capability of undermining great service process. if 
interaction with the employee is unpleasant regardless of the actual service delivery, a consumer will 
be dissatisfied with the service performance irrespective of the technical quality of the delivery. To 
exceed customer expectations the element of pleasant surprise is required and that the best 
opportunity available to service organization to surprise customers is during the interaction between 
clients and employees, referred to as "moment of truth" or critical incidents (Berry, Wall and Carbone, 
2006). 
Moments of truth are instances of contact between customers and the employees of a service 
organization that provide customers with the opportunity to form opinions about the service and 
service organization. Each interaction between staff and consumer presents the organization with an 
opportunity to prove its service quality and increase customers satisfaction and loyalty (Zeithmal and 
Bitner. 2009), each encounter add to the overall perception of service quality and if a mixture of 
positive and negative encounter is experience by a consumer, they will be left uncertain of the service 
quality. 
The interaction between employee and consumers during service delivery(moments of truth) are the 

single greatest opportunity service organizations have to customize their service offering in terms of 

customer requirement in order to delight (Gracia, Varela and DelRio, 2010).The customization of 

service by employees operates in two dimensions, interpersonal adaptive behaviour and service 

offering adaption. Interpersonal adaptive behaviour refers to actions that go beyond the mental or 

physical skill of the employee needed in service delivery by encompassing the interpersonal 

communication elements required during a client interaction (Zeithaml and Bitner, 2009). This refers, 

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for example to the employee mirroring the client gestures and facial expressions as well as adapting 

tone, voice and language to the customer's needs. The dimension of service offer adaption refers to the 

employee’s ability to tailor make or create a unique service offering per client (Gracia, Varela and 

DelRio, 2010). This can, for example be as simple as a hair dresser offering an assortment of 

refreshments to a client, or as complex as a bank staff tailor making a financial service to a client's 

specific needs all translates to effective employee performance. 

THEORETICAL FRAME WORK  

In this section, one major theory was considered relevant for this study and this is:  

The internal marketing theory propounded by Leonard Berry (1981). 

In his work "the employee as customers", he advocated treating employees as internal customers. 

Berry (1981) state that internal customers must be sold on the service and be happy in their jobs before 

they can effectively serve the final customer. His model explained that treating employee as internal 

customer and the job presented to the employees as the products in conjunction with the application 

of marketing techniques within the company to reach employees satisfaction. Berry's model is 

presented in Figure 2.1 thus:  

 
Fig 2.1 Berry’s model of internal marketing  

Source: Berry’s model of internal marketing (Berry, 1981) 

Berry’s (1981) theory of internal marketing has been adopted in different studies over the years. 
Gronroos (1994) was the first in 2007, he highlighted that internal marketing focus is on good internal 
relationships between people at all levels in the organization. He emphasized on adequate leadership, 
from the relationship perspective, he stated that the main focus of marketing is the value creating 
process. 

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Another study who had adopted this theory is, Ahmed and Rafig (2003), who developed what was 
regarded as a hybrid approach in internal marketing taking the best from Berry and Gronroos, Ahmed 
and Rafig identified the main elements of internal marketing as: 

 Employee motivation and satisfaction  

 customer orientation and customer satisfaction  

 Inter-functional coordination and integration 

 Marketing like approach to the above  

 Implementation of specific corporation or functional strategies  
Other studies that have adopted this theory are Ballantyne (2003); Lambert (2002); Nanide, Pesai and 
Murphy (2003); Bansal (2001). The internal marketing theory applies to the present study on 
employee performance as it adopts indices from related studies. The indices (effective communication, 
employee motivation and reward0 are used to enhance the performance of employees who are seen as 
the banks internal customer. Thus, the success of the service product when driven to the external 
customers depends largely on how well the internal customers are treated.  
3.0 RESEARCH METHODOLOGY  
The survey design was adopted by the researcher to aid in obtaining information from respondents. 
The population for this study consists of the employee of the selected commercial banks used in the 
study totaling 224. To determine the sample size since the population for the study was known, the 
Tara Yamene’s formula at 5% level of tolerable error was adopted. Based on this formula, 143 staff 
formed the sample size for the study. Primary data on the two independent variable and the dependent 
variable were collected from the 143 respondents who were banks employees within the Uyo 
Metropolis, Akwa Ibom State using the convenience sampling technique. The instrument used for data 
collection was a structures questionnaire while the hypotheses were tested using the simple regression 
at 0.5 level of significance. Out of these 143 questionnaires distributed, 131 of them were returned 
representing approximately 92% return rate. 
4.0 ANALYSIS OF DATA  
Variables Number of questionnaire copies 

administered 
Percentage (%) 

Returned and useable 131 91.61 

Not returned and un-
useable 

12 8.39 

Total 143 100 
As shown in the table above that out of the 143 copies of questionnaire that were administered to the 

respondents 131 representing 92% were returned in a useable form while the remaining 12 copies of 

8% were either returned but not in useable form or not returned at all. 

Test of Hypothesis One 

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Ho1:  Employee motivation (reward) does   not significantly affect employee performance 

of commercial banks. 

Model Summary of Internal marketing and Employee Performance of 

Commercial Banks 

Model R R Square Adjusted R Square 

Std. Error of the 

Estimate 

1 .847a .718 .716 2.14541 

a. Predictors: (Constant), Employee motivation 

 

Analysis of Variance of Internal marketing and Employee Performance 

of Commercial Banks a 

Model 

Sum of 

Squares Df Mean Square F Sig. 

1 Regression 1689.225 1 1689.225 367.000 .000b 

Residual 662.802 129 4.603   

Total 2352.027 130    

a. Dependent Variable: Employee performance 

b. Predictors: (Constant), Employee motivation 

 

Coefficientsa of Internal marketing and Employee Performance of Commercial Banks 

 

 

Model Unstandardized 
Coefficients 

Standardized 
Coefficients 

t Sig. 

B Std. Error Beta 
1 (Constant) 5.897 .725  8.129 .000 

Employee 
motivation 

.735 .038 .847 19.157 .000 

a. Dependent Variable: Employee performance 

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The table above with R value of 0.847 indicates that there is a significant influence between the 

dependent and the independent variables. The R-Square value of 0.718 implies that about 71.8% of the 

variation in employee performance was explained by employee motivation. The F-calculated value of 

367.000 and P-value of 0.000 implies that the model was adequate. That is, the independent variable 

was able to explain the dependent variable very well. The constant value of 5.897 indicates that keeping 

independent variable (employee motivation) constant; employee performance will remain at 5.897. 

The coefficient of employee motivation was 0.735 which means that a unit change in employee 

motivation will lead to 0.735 unit change in employee performance. The P-value of 0.000 means that 

the effect of employee motivation on employee performance was statistically significant. 

Test of Hypothesis Two 

H02: effective communication does not significantly influence employee performance of commercial 

banks in Uyo, Akwa Ibom State.Model Summary of Internal marketing and Employee 

Performance of Commercial Banks 

Model R R Square Adjusted R Square 

Std. Error of the 

Estimate 

1 .900a .810 .808 1.76312 

a. Predictors: (Constant), Effective communication 

 

Analysis of Variance a of Internal marketing and Employee Performance of 

Commercial Banks 

Model Sum of Squares Df Mean Square F Sig. 

1 Regression 1904.392 1 1904.392 612.625 .000b 

Residual 447.635 129 3.109   

Total 2352.027 130    

a. Dependent Variable: Employee performance 

b. Predictors: (Constant), Effective communication 

 

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Coefficientsa of Internal marketing and Employee Performance of 

Commercial Banks 

Model 

Unstandardized 

Coefficients 

Standardized 

Coefficients 

t Sig. B Std. Error Beta 

1 (Constant) 2.686 .690  3.894 .000 

Effective 

communic

ation 

.853 .034 .900 24.751 .000 

a. Dependent Variable: Employee performance 

The table above with R value of 0.900 indicates that there is a significant effect between the dependent 

and the independent variables. The R-Square value of 0.810 implies that about 81.0% of the variation 

in employee performance was explained by effective communication. The F-calculated value of 612.625 

and P-value of 0.000 implies that the model was adequate. That is, the independent variable was able 

to explain the dependent variable very well. The constant value of 2.686 indicates that keeping 

independent variable (effective communication) constant; employee performance will remain at 2.686. 

The coefficient of effective communication was 0.853 which means that a unit change in effective 

communication will lead to 0.853 unit change in employee performance. The P-value of 0.000 means 

that the influence of effective communication on employee performance was statistically significant. 

CONCLUSION AND RECOMMENDATIONS 

This study examined the influence of internal marketing strategies on employee performance of 

commercial banks in Uyo Metropolis, Akwa Ibom State. The study result revealed that internal 

marketing strategies have significant effect on employee performances of commercial banks. This 

means that every unit that internal marketing strategies such as (motivation/reward and effective 

communication) increases, employee performance of the banks will also increase. Based on the 

findings and conclusion of the study, we proposed the following recommendations: 

1. Marketing managers of commercial banks should develop and implement structured rewards 

systems that recognize and incentivize high performance among employees. This could include 

bonuses, recognition programs and performance based promotions.  They should enhance effective 

use of motivations (rewards) to increase employee performance  

2. They should develop and implement training programs focused on enhancing communication 

skills for employees at all levels. These programs should cover verbal, non-verbal, written and digital 

communication techniques.  

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Contribution to Knowledge 

This study has provided practical recommendations for deposit money banks on how to design and 

implement effective internal marketing strategies to enhance employee performance. These include 

guidance on leadership practices, communication channels, performance management systems and 

employee recognition programs tailored to the banking industry context.  The study findings has 

offered valuable insights into the role of internal marketing in driving employee performance within 

deposit money banks, contributing to both theoretical knowledge and practical implications for 

organizational management and strategy.  

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