“Worker’s Standpoint in Hotel Industry in

Malaysia: Assessments and Measurement

Procedures of Internal Marketing”

Project submitted in part fulfilment of the

BA (Honours) Business Management

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 CONTENT

1 Introduction 3

2 Literature review 6

3 Methodology 11

4 Findings and Analysis 16

5 Conclusions 28

6 Recommendations 30

7 Bibliography 31

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1.0 Introduction:

The hotel industry is one of the modern industries in the East-Asian side of the world,
where it began getting attention widely as playing an important role in the economy in some
countries, particularly in Malaysia, by injecting hard currency into the economy by tourists, as
well as providing new job opportunities for the people of the country, not to mention providing a
variety of services such as beverages and catering, entertainment, recreation, banking,
conference, and transportation. These miscellaneous services certainly need a workforce skilled
and able to provide them appropriately to meet the wishes and needs of tourists; which has
income with the significant growth in the development of quality of life.

The travel and tourism industry and hospitality industries are the largest and most
advanced created jobs in the world. The volume of the economic activity resulting from this
sector, was estimated by 61billion Malaysian ringgits (19.1 thousand billion American dollars) in
2008 with an estimation of creating more than 700,000 jobs. The size of the economic activity is
estimated in 2023 to about 1.2 million jobs.

However, in Malaysia the level of statistics of the Ministry of Tourism and Antiquities for
the year (2012) shows that the tourism sector provided above 811,500 jobs ; this has been
contributed by hotels, restaurants and tourist offices, travel and car rental offices, and other
services (WTTC, 2013, p.8).The statistics also indicate that there was a significant development
in the number of workers in the tourism sector, where there haven’t been a massive increase in
the number of jobs comparing 2013 with 2007.(Travel & Tourism Economic Impact, 2013).

The share of Foreign Spending in 2012 was 54.8% and Domestic Spending45.2% and
thus up to 49% is leisure pending and business spending goes up to 51% of the same year. The
statistics indicate that the percentage breakdown of travel and tourism total contribution to GDP
in 2012, directly from hotels across Malaysia reached 44.6 % of the total GDP, while indirect
contribution from other services was 39.6%. (Travel & Tourism Economic Impact, 2013, p.6)

Examining these statistics, the difference between domestic tourism and foreign tourism
is not that big, which is due to the number of public holidays in Malaysia, where people travel to

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meet and celebrate with their loved ones. As this is happening, foreign tourism is the second, but
a bigger contributor to the GDP. The difference is, according to the international standards in the
hotel industry, very close to that in Europe (Howard, 1998)( )

Objectives
The objectives of this study are:

1. to development of human resources through optimal investment of energies available,

and taking advantage of the programmes in specialized training sessions and functional
rehabilitation and referred awareness and education programmes of tourism.
2. to create awareness through the development of national programmes for culture tourism
aiming to raise awareness of the importance of tourism .
3. to deepen and strengthen the concepts of education, culture, and tourism , and making
tourism a priority concern for the citizens of Malaysia through the realization of their
economic importance and reducing negative effects on the environment.

Based on the above, the requirements of internal marketing activity in the Malaysian hotel
sector, particularly in the five-star classified hotels, need the exertion of maximum efforts to
improve and develop internal marketing programmes that lead to direct development in hotel ,
and cadres working in this sector in order to become skilled , and equipped with the knowledge
and attitudes which can provide better services to customers - attitudes that meet the desires of
the customers and exceed their expectations. Here lies the key for this to become successful,
which is seeked by Malaysian hotels to achieve it. (Kotler et al, 1996)

Achieving these objectives depends on the following factors:

a . entrenchment of the culture of service among workers ,

b . development of accurate and effective programmes for the management of human resources
by senior management at the hotel ,

c . deployment and deliver the importance of marketing information to workers , and

d . recognition of the efforts of the workers in a fair rewarding system.

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This study seeks through reviewing of a number of literature that dealt with marketing procedure
on the basis of the above four factors, to identify ways and procedures to ensure the success of
internal marketing activities in five-star Malaysian hotels on the basis of the evaluated results
shown by the study samples of workers in the chosen hotels in Kuala Lumpur .The procedures
for internal marketing and arrangements from the standpoint of workers formulate effective
marketing strategies and improve marketing procedure of activities with various factors.

Depending on the variables, the purpose of this study is to stand-out any significant
differences. The study also provides some recommendations that would support the development
of this vital sector.

Based on the objectives that have been identified in the introduction of the study, the
researcher has been asking the following questions relevant to the problem of the study:

1 - What are the factors affecting the perception of workers in hotels of the importance of the
role of internal marketing to improve their performance and the performance of the hotel in
which they work?

2 - Is there actually an intelligence of service in the hotel’s establishment?

3 - Are there real strategies or policies for optimal investment of human resources in the hotels?

4 - Is there a fair motivational system for workers in hotels?

5 - Does senior management recognize the importance of such material and moral incentives?

6 – Are the incentives awarded on the basis of the efforts of the workers in the hotel, according to
guest’s view?

7 - Do hotels apply the spirit of one team, and seek to entrench in workers behaviour?

8 - What sort of employees in hotels of Malaysia constitutes elements of internal marketing?

9 - Does workers’ evaluation of internal marketing procedures in the hotels of Malaysia tend to
differ depending on the number years of experience, the number of training courses, level of
education, sex, marital status or age?

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SIGNIFICANCE OF STUDY:

This study is important, especially because it looks at personnel evaluations of internal

marketing action in the hotel industry. The present researcher believes that this may be the first
study in Malaysia in this area. The researcher also noted during his review of factual references
dealing with marketing ways, that the focus by researchers, experts, and investors and even
marketers has been focused on two types of marketing: external marketing , which deals with the
relationship institutions, customer service or productivity, and integrated marketing , which deals
with working relationship with customers. A third type that the present researcher sees important
and unique in the hotel industry is internal marketing, which deals with the relationship with
workers. On this basis, the researcher tried to study this type and highlight it.

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2.0 LITRERATURE REVIEW:

The concept of internal marketing has been developed when marketers in the services
sector began to market their workers in the first place. The internal marketing’s fundamental
objective is to achieve employees satisfaction at all levels in order to get customer satisfaction,
and be fully aware of and have absolute knowledge of customers’ needs, desires, ambitions and
aspirations as it comes to high-quality services they expect in the hospitality sector. This
philosophy will only be achieved through knowledge and understanding of the environment of
such market and for the organization to be customer oriented (Gronroos, 1990, p.242)
So, internal marketing uses marketing concepts for personnel management in hotels; it
aims to develop their workers’ skills and enable to provide the best services and create good
relationships with their guests and therefore achieve the objective, which seeks customer
satisfaction and profitability (Lewis, 1989, p. 43)

Managers who think that the marketing efforts must be directed outside the institution or
at market place, have the right to do so because they work in the production sector. But managers
who work in the service sector, particularly in the hospitality industry, have to focus their
marketing efforts first within their organizations and in particular to its workers.

The responsibility of internal marketing in hotel and travel industries integrates with all
employees, and this does not mean that the responsibility of internal marketing lays on sales or
marketing department. It must be part of the organisation’s philosophy, and the function of
marketing must be involved with all administrative levels (Kotler, et.al 1996, p. 318). In fact, the
whole travel and tourism industry must recognize that the marketing function is often claimed to
be the responsibility of the marketing department, because quite a number of employees is not in
contact with the customer, but with the product. However, in the institution of hospitality,
workers bear the bulk of the marketing job. In accordance with the above, managers are required
to understand the state of interactive relationship between the service provider and the
beneficiaries, and give it special care. Reason behind establishing such relationship is that a

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customer who receives the service not at the required level, would react negatively (P. L.M.
1986, p.112).

Field studies which have been carried out in this connection show that people who get
good service or a good opportunity in the hospitality field, talk to five people on average, while
if services they received is not good, they will talk to ten people on average (Johen Tsholl 1991,
p.86). A word of mouth by customers play an important role in reactions of prospective
customers positively or negatively, and this certainly depends on the nature of the internal
marketing of the hotel.For example, employees working in the front office will play an important
role in the formation of conviction or their guest’s satisfaction through delightful check-in,
respect and providing them with the necessary information, as well as their attitudes and
personalities to provide the best services that the beneficiary wants to get from them in a timely
manner and without effort or trouble. The marketing programme of a hotel is to bring guests, and
make them come back again to it, and benefit from the services provided by workers.

Norman ( 1984 , p. 33 ) proves the positive relationship between the number of times to
repeat the visit of the guest and make profit i.e. that the ability to retain customers by 5%, leads
to an increase of between (25-125) in profits. This is achieved by the hotel’s workers to convince
the customer to come back to the hotel or to stay in it longer.

It is understood that the internal staff in an organization will not achieve the benefits of
internal marketing until they have absolute conviction of the importance of the service they
provide. This means that these workers should embrace service as a business system that will
always lead them to be customer oriented. All this requires a marketing-like approach as an
entrance to some strategies and policies of customer orientation. Accordingly, the internal
marketing is a philosophy and activity aimed to deliver message provided by organisation and
objectives to employees in order to achieve them (S.M.Davis, 1985, p.87). It is known that any
internal marketing program is a representation of the service culture, because marketing hotel’s
programme can be a failure if the hotel does not work to consolidate its service culture to support
customer service.

In addition, the programme should involve employees in order to achieve success, and
should involve the strong commitment by hotel management towards any internal marketing
programme, to support the consolidation of the culture for customer service. Terrence and

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Kennedy (1982, p. 15-16) support such programme of internal marketing; that the main obstacle
to internal marketing programmes is the middle management that work hard to reduce
administrative costs and increase profits relying on the bonus system, which often depends on
the basis of access to specific targeted cost . But the establishment of a culture of service among
workers requires support from senior management through policies and procedures, reward
systems, and daily business acts or in the hospitality field. This is because organizational culture
is a pattern of participation in the values and beliefs, which gives a moral dimension to the
members of the organization and provides them with special rules of behaviour as characterized
by the organization. Terrence and Kennedy ( 1982 , ........) hold that the strong culture helps
hospitality field in two areas . the first is the direct behaviour which means that the workers
know very well how to work and what is expected from them. The second is the strong culture
that gives the employees a sense of purpose, that they constitute a big part of the organization
and therefore generates a positive trend towards it.

Based on what has been presented, it is easy to say that the hospitality field which has a
strong culture will have a positive effect on the workers relationship with customers. If so, the
first step is to be directed to the organization gaining the satisfaction of its permanent customers
and influencing potential customers in the market. Realizing that being customer oriented
depends on the changes taking place in the system of salaries, wages, training system and reward
systems, and finding appropriate solutions to complaints from customers.

Determining responsibilities and delegations of authorities for employees in the

organization is a must. Thus any internal marketing programme, unless it is supported, will be
unproductive, and the organization can expect customer oriented attitude from their employees.
Management is the trend-setter in the adaptation of such philosophy in the first place, in the
sense that the institution is an example for workers. (Parasuraman, 1987) recognises that the
organisational structure, which has a culture of service, is to be directed in the form of a pyramid
that its summit is occupied by customers and its base by management, emphasizing that this
pattern of structure makes all workers race to serve customers.

The principles of marketing are used for the purpose of attracting and retaining
employees, and research and development some kind of understanding of the needs of
employees, and the same precision goes to definition and identification of the needs of

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customers. The reason for this is that workers are not all in the same direction, for some of them
are looking for cost - effective material to increase their income and the others see the work as
the only source for a living. So, the marketing officer can use market research methods to labour-
market segmentation, and then choose the appropriate groups to work in a hotel or restaurant or
agency of travel and tourism, because there is a close relationship between the customers and
development of the skills and abilities of workers to satisfy the desires and needs of customers.
Therefore, this requires hotel cautious attention to this relationship because the loss of skilled
workers leads most likely to the loss of permanent hotel’s customers, and hotel management will
bear the cost considerably. So, involvement of marketing to maintain the reputation of the hotel
and secure its future in the market totally depends of on the benefits and facilities provided, and
moral rewards and regular training programmes that develop the capacity and skills of technical
and social aspects for workers continuously (Hogan, 1992, p.40).

Therefore, the success and efficiency of the internal marketing programme performance
depends mainly on the process of cooperation and coordination between marketing department
and human resource department, and is considered the key way to achieve the success of internal
marketing programme (Davidow and Uttal, 1989, p.123).

The spirit of one team work, which is strived by world-class hotels is contributed
effectively by the support of the internal marketing program because each worker works at the
hotel servicing his/her guests, and in this case, the other workers who are not in direct contact
with customers will support their colleagus from their administrative section of the hotel. So all
employees of the hotel feel as if they are one team seeking to serve the customesr and meet
their desires and needs (Haywood, 1992, p. 46).

In order for hotel management to be able to promote the concept of teamwork, requires
them to prepare specialized training programme that aims to increase and develop professional
skills and capabilities geared toward customer service. This requires emphasis on cross-training,
and various disciplinary attitudes and insisting that all workers in the hotel should participate in
the field to achieve field experience. The Canadian hotels’ management, for example , sees that
the philosophy of human resources lies in the training and orientation according to the
circumstances and facts (Clark 1991, p. 51). It is believed that training and orientation are the
best tool for internal marketing because it convinces workers that the hotel provides them with

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full support for the development of competencies and skills, to achieve success. At the same
time, the participation of workers in the consolidation of values and beliefs of the hotel is the
reality on the ground, and finally the guest is gaining benefits and facilities, which make the
hotel acceptable.

Usually, the process of dissemination of marketing information to workers in the hotel is

to the most effective way to get the greatest impact on customers. Workers themselves who are
providing the services directly to customers are in direct contact with them. In this sense, it is
required from the hotel management level to provide hospitality adequately and accurately by
providing necessary information about the new services that the organization intends to promote,
and share it with workers, and even let them experience it by demonstration so that services are
delivered in the best way to satisfy guest when buying the service. In this way, it becomes an
easy process to convince guests by the service provider. Lorenzini ( 1992, p.59) confirms that at
the administrative level all must understand that workers are playing their roles and performing
their functions in order to achieve the expected behaviour of the customers. Since the delivery
process of information to workers is important, the hotel management must use the most
effective way, like distributing printed flyers periodically and continuously to all employees who
have direct contact with customers as part of the hotel internal communication (Furlong, 1993,
pp. 79,80). This procedure generates a complete knowledge to employees to carry out their tasks
and duties efficiently and effectively. In addition , a positive attitude required of hotel and
tourism industry, to formulate and implement an effective and fair system for bonuses and wages
based on the principle of punishment and reward, and also to recognise the efforts of their
workers and their vital and important part in the organization structure. In other words , the hotel
can be successful and continue in the market only by combined efforts of the management and
staff.

The only one reference with regards to Malaysia based on the foregoing, the literature
study which is presented, confirms the need of paying attention to the elements of internal
marketing, and the harmonization among the hotel departments, which contributes to the
activation of the relationship in the hotel between departments and employees on one hand, and
employees and customers on the other hand.

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3.0 METHODOLOGY

The present researcher has tried to make the most of the theoretical framework of the
study through questions in the survey about internal marketing procedures, and therefore linking
the theoretical and field work to get to the results that contribute to the development of internal
marketing philosophy at hotel standard established in the world and in particular Malaysia.

3.1 Determinants of the study

1. Researcher could not get any study related to the subject fully in Malaysia. Therefore its
application was difficult due to lack of data.

2. The study was limited to a random sample of workers in the various sections of first-class
hotels operating in Kuala Lumpur province, Malaysia. The results of the study
determined the nature of the tool used and areas of assessment of the internal market.

The study followed the descriptive survey, so that the questions were answered through study
from various samples of the community to get to know their over-all knowledge on the subject
and their analysis.

3.2 Hypotheses:

The general hypothesis: The internal marketing procedures applied by the departments of five-
star hotels in Malaysia do not represent the ambition of workers as required. Hence, from this
one hypothesis emerge sub- hypotheses, and they are as follows:

First hypothesis: There is no service-culture in hotel establishments.

The second hypothesis: There is no integrated and effective system for the management of
human resources in the hotel establishments to develop the skills, abilities and attitudes of
employees.

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The third hypothesis: There are no intercom system in the hotel establishments these facilitates
the process of marketing information to humanitarian workers to perform their functions and
duties and sales promotional properly towards customers.

The fourth hypothesis: There is no system in hotel establishments for just rewards and
incentives for workers.

The fifth hypothesis: There is no clear recognition of efforts of employees by senior

management in the hotel establishments.

The sixth hypothesis: There are no differences in the study sample assessment of internal
marketing procedures depending on demographic factors and professional, on Malaysian hotels.

From the sixth hypothesis, to several sub - hypotheses as follows:

(6-1) There are no statistical significant difference between the level of 0.05 = α and an average
of workers’ expectations in five stars hotels of Kuala Lumpur for internal marketing procedures
by number of years of experience.

(6-2) There are no statistical significant differences between the level of 0.05 = α and an average
of workers’ expectations in five-star hotels of Kuala Lumpur for internal marketing procedures
according to the number of training courses.

(6-3) There are no statistical significant differences between the level of 0.05 = α and an average
of workers’ expectations in five-star hotels of Kuala Lumpur for internal marketing procedures
depending on the level of educational attainment.

(6-4) There are no statistical significant differences between the level of 0.05 = α and an average
of workers’ expectations in five-star hotels of Kuala Lumpur for internal marketing procedures
by sex.

(6-5) There are no statistical significant differences between the level of 0.05 = α and an average
of workers’ expectations in five-star hotels of Kuala Lumpur internal marketing procedures by
social status.

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(6-6) There are no statistical significant differences between the level of 0.05 = α and an average
of workers’ expectations in five-star hotels of Kuala Lumpur for internal marketing procedures
by age.

3.3 The Study Sample

The study sample consists of workers of five-star hotels operating in Malaysia at Kuala
Lumpur, namely Shangri-La Hotel, JW Marriot Hotel, Westin Hotel, Traders Hotel, and
Mandarin Oriental Hotel. The total number of employees in these hotels was 1520 in the
year 2000 according to the data from the Ministry of Tourism and Antiquities, Malaysia.

The sample consists of (210) workers in the first class categories (five-star hotels)
operating in the Golden Triangle of Kuala Lumpur province.

Table (1) General framework for the study

HOTEL NO. OF SAMPLE SIZE NO. OF

WORKERS ROOMS
SHANGRI-LA 357 44 578
WESTIN 262 30 394
MARRIOT 605 60 416
MANDARIN 586 42 389
ORIENTAL
TRADERS 446 34 403
Total Amount 2256 210 2180

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 Table (3) Behavioural variables of the study sample

Iterations and Percentage

Total Don’t know Yes No
Variables
210 - 130 80 Desire & Ambition
100% 0 61.9% 38.1% 7%
210 15 185 10 Job satisfaction –
100% 7.1% 88.1% 4.8% 8%
Total Not Good Average Good
210 90 99 21 Relationship with
100% 42.9% 47.1% 10.5% Superiors - 9 %
210 33 115 62 Management attention
100% 15.7% 54.8% 29.5% to workers – 10%

3.4 Study Tool:

A special tool designed for the study (questionnaire) consisted of two parts. The first part
includes information on initial demographic and professional factors, namely professional
experience, the number of training courses, study attainment, sex, marital status, and age. The
second part included behavioural factors related to desire and ambition, and satisfaction with the
performance and relationship with supervising hotel management’s attention towards workers
The second part of resolution includes (23) phrases divided into five axes as follows:

The first axis: a culture of enterprise SOA (included phrases (1-7).

The second axis: Human Resources Management (included phrases from (8-15).

The third axis: dissemination of marketing information (included phrases from ( 16-19).

The fourth axis: the implementation of the reward system (included phrases ( 20 and21).

The fifth axis: recognition of the efforts of employees (including phases( 22 and 23).

Respondents were asked to choose one of the alternatives specified in front of each is a
status signal (9) in the box convenience. The identified five alternatives according to the scale
Likert Quintet: I completely agree, agree, neutral, not agree , or do not agree at all.

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3.5 The stability of the tool :

The following mechanisms were employed to calculate stability :

1 – Stability equation is based on reliability of internal consistency using Cronbach’s Alpha,

derived by Kuder and Richardson (1937), on the reliability coefficient for KualaLumpur hotels
(0.988).

2 - Honesty Index-Validity and it is considered closer to UNH indication of sincerity, where

calculation have been the square root of the reliability coefficient in light of the foregoing, the
honesty index of identification has become (0.993) a very high reliability coefficient.

3.6 Statistical treatment of the study variables:

The data has been processed using statistical software packages (SPSS) to calculate
arithmetic averages, and standard deviations and grade for each question of the questionnaire on
the basis of the arithmetic average. The reliability coefficient (Cronbach Alpha).and conducting
analysis of variance mono (One - Way ANOVA) to determine the significant differences between
responses of questionnaire, and test (Scheffe) to illustrate the results of a posteriori comparisons.

4.0 FINDINGS AND ANALYSIS:

The general hypothesis states that internal marketing procedures applied by the
departments of first class ( five - star ) hotels does not represent the ambition of workers as
required.

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 This hypothesis has been tested by workers’ answers to the questionnaire. Depending on
the grand mean and standard deviations to determine the level of each phrase of the
questionnaire, and including the test of (T) for comparisons bilateral, ensure significance of the
statistical results in this area.

Initially, the extraction of average mean of the scores answered by all workers on each of
the statements of the questionnaire, and that is by adding scores their responses to each phrase,
and then dividing the total by the number of the study sample, totalling up to (23) average mean.
To measure the actual extent of ambition for those workers to the twenty three and thus test the
general hypothesis , and other hypothesis have been extracted to the grand mean, which has
reached a grand average of ( 3.21 ), and this average reflects the level of assessment of staff for
phrases effectively and a standard deviation of ( 1.44 ), and comparing this average five-point
scale used , thus, it is located between the degree of neutrality, which is (3), and approval which
is (4).Since the grand mean was not up to (3.5 ), it remains close to neutrality.

This means that the internal marketing procedures applied by the hotel management study
sample , represents a neutral ambition for workers in these hotels, based on the procedures for
internal marketing , because the evaluation did not accumulate to the required approved
ambition, which can be aspiring to workers. This means , in fact, that the relationship of these
procedures with actual internal marketing itself did not live up to the level of ambition, which
requires diagnosis and development of appropriate solutions to them, and using the values of the
Frame worked (t) amounted up to ( 1,645 ) at the level of significance (0 , 05) and degrees of
freedom ( 210 ), while the calculated value ( 2.29 ) , and comparing the two values , we can infer
that ambition of workers was neutral.

The results showed that the workers displayed strong trends toward marketing procedures
and on the basis of averages set for each element:

1. All staff in the hotel work as a team to serve customers ( Average Mean 4.42)
2. The management picks the unique workers (Average Mean 4.37)
3. The workers in the hotel have full knowledge that they are an important part of the
product by the hotel (Average Mean 4.34) .The order of the three elements that got low
importance were:

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  Hotel management provides sufficient information about new services that are
intended to be provided by the hotel. The management believes that the workers
know that information (Average Mean2.00)
 Printed flyers with bright colours as a mean of internal communication (Average
Mean 2.05)
 Interest in training programmes focusing on technical skills and giving
importance to human skills is (Average Mean 2.09)

FIRST HYPOTHESIS: There is no culture of service at the hotel’s establishments.

Using (T) at the level of (0.05) shows that the value of (T) calculated at (-5.32) while value of
(T) remained at the spreadsheet (-1.645). But comparing the two values in table (5), shows that
the calculated value is greater than the tabular value, and that is according to the base decision-
stated at the bottom of the table (5) which reject the hypothesis nihilism (HO) mentioned above ,
and accepts the alternative hypothesis(Ha) . This means that there is a culture of service to the
hotel establishments of the study sample, and workers in these hotels may have adapted this
culture in their behaviour and their actions with the customers.

Table (4) Hypothesis Test Result

Hypothesis No. (T) (T) SIG Hypothesis

Calculated Framework Nihilism
General -2.290 -1.645 0.023 Rejection
Hypothesis

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 1 -5.32 -1.645 0 Rejection
2 -4.17 -1.645 0 Rejection
3 6.60 -1.645 0 Rejection
4 -1.79 -1.645 0.074 Acceptance
5 -7.21 -1.645 0 Rejection

THE SECOND HYPOTHESIS: That there is no integrated and effective system for
the management of human resources in the hotel’s establishments to develop the skills,
abilities and attitudes of employees.

In the same formula that depended on the first hypothesis and table (4), where the value
of (T) appears greater than the value calculated tabular and therefore rejects the premise of
nihilism (HO), referred to above, and accepts the alternative premise (Ha). This means that there
is an effective and integrated system for the management of human resources in institutions of
Malaysian hotels chosen as a sample to the study.

THE THIRD HYPOTHESIS: There is no intercom system in the hotel

establishments facilitates which the process of marketing information to humanitarian
workers to perform their functions, duties , services and sales promotional properly
towards customers .

In the same formula, which has been adopted in the first hypothesis, using table (4), it is
clear that the value of (T) calculated is more than of the value of (T) tabular and therefore rejects
nihilism on the hypothesis (Ho), referred to above, and accepts the alternative hypothesis (Ha).
This means that there is an intercom system in the hotel’s establishments within its facilitates to
allow the flow of information to marketing workers to perform their promotional activities and
sales as required.

THE FOUTH HYPOTHESIS: The hotel management does not have a rewarding
system worthy enough and fair towards workers.

In the same formula, which has been adopted in the first hypothesis, using table (4), it is
clear that the value of (T) calculated is less than of the value of (T) tabular and therefore accepts
the nihilism hypothesis (Ho), referred to above, and rejects the alternative hypothesis (Ha). This

19
means that it is actually unclear value of importance for a worthy fair rewarding system to
workers in the hotel management’s plan.

THE FIFTH HYPOTHESIS: There is no clear recognition of the employees’ effort

by the hotel’s senior management.

In the same formula, that has been adopted in the first hypothesis, using table (4), it is
clear that the value of (T) calculated is more than of the value of (T) tabular and therefore rejects
the nihilism hypothesis (Ho), referred to above, and accepts the alternative hypothesis (Ha). This
means that there is clear recognition of the efforts of workers by senior management in
institutions hotel. The result of this hypothesis shows that there is a contradiction with the result
from the fourth hypothesis. This contradiction raises a question, namely can departments of
hotels recognize the efforts of workers without adapting to a system of rewards and incentives
just worthy to their employees?

THE SIX HYPOTHESIS:

There are no differences in the study sample assessment of internal marketing procedures
depending on demographic factors and professional, on Malaysian hotels, both as one unit.

TABLE (5)

Analysis of variance for differences between averages of assessments employed by years of

experience

Source Freedom Square total Average (F) Value

rate square
Between 3 241.367 88.455 234.9
group
Within 206 70.556 0.324

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group
Total 209 311.923 -

TABLE (6)

Test result compared to the averages of evaluations for workers internal marketing
procedures by Years of Experience

Average Mean Years of Experience

1.18 Less than a year
2.47 1-3 years
4.04 4-5 years
5.00 More than 5 years

To test the first sub- hypothesis of the six hypothesizes which states that there is no
statistical significant difference between the level of 0.05 = α and an average of workers’
expectations in five-star hotels of Kuala Lumpur for internal marketing procedures by
experience. It is clear from table (5) that the value of (F) calculated to be at (234.9), where the
tabular valued at (2.60) and in comparison with the two, shows that the calculated value is
greater than the value of tabular and this indicates the presence of statistically significant
differences and thus the first sub - hypothesis (1-6).Reason behind the existence of difference in
evaluation of marketing procedures is employed by years of experience. The strongest average
evaluation ( 5.00 ) is for the benefit of workers who have practical experience in the hotel
industry for more than five years . The results indicate posterior comparisons using the Healing
Test, as illustrated in table no.(6) that the significant statistical differences are between the
responses of workers with good experience in the hotel industry , followed by those with
experience of four to five years, and in the third place workers with experience of three years
got a mean of (2.47).

Test of the second sub-hypothesis , that states there are no statistical significant differences
between the level of 0.05 = α and an average of worker’s expectations in five- star hotels of
Kuala Lumpur for internal marketing procedures according to the number of training
courses provided.

TABLE (7)

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 Analysis of variance for the differences between averages of the assessments employed by
number of specialized training courses

Source Freedom Square total Average (F) Value

rate square
Between 3 265.59 88.53 393.63
group
Within group 206 46.33 0.225
Total 209 311.92

TABLE (8)

Test result to compare the averages for workers’ evaluation by the number of specialized
training courses

Average Mean No. of Training Course

1.75 No Training
3.35 One Training
4.57 Two Trainings
5.00 Three Trainings and more

As shown in Table No. (7) The value (F) was calculated (393.63) while the Tabulated
value is (2.60) where the degree of freedom is (206, 3 = DF).The comparison of the two values
show that the calculated value is greater than the value presented in the table, which means the
presence of statistically significant differences Therefore, the second sub - hypothesis (2-6)
mentioned above is not acceptable, and clearly, there is an existence of differences in evaluation
of workers towards internal marketing procedures, according to the number of specialised
training courses. The strongest average of assessment (5.00 ) is for the benefit of employees who
are trained for three sessions and more. The results indicate posterior comparisons using the
HealingTest, as illustrated in Table No. (8) The statistical significant differences are between the
responses of workers who have been trained for three courses and above, followed by workers

22
who have been trained for two sessions, and at the final place the workers who have been trained
for only one cycle.

Testing the third sub-hypothesis, which states that there are no statistical significance
differences between the level of 0.05 = α and an average of workers’ expectations in five- star
hotels of Kuala Lumpur for internal marketing procedures depending on the level of educational
attainment.

Table (9)

Analysis of variance for differences between averages of assessments employed by

educational attainment

Source Freedom Square total Average (F) Value

rate square
Between 3 257.8 85.93 327.09
group
Within group 206 54.12 0.26
Total 209 311.92

TABLE (10)

Workers' evaluation according to educational attainment

Average Mean Educational Attainment

1.89 Below Secondary
3.35 Secondary
4.43 Diploma
5.00 Degree

It is clear from Table (9) that the calculated value (F) totalled (327.09) while the tabulated
value is (2.60), and comparing the two values shows that the calculated value is greater than the
value of the tabular . This indicates the presence of statistically significant differences, and thus
the assumption of the third subparagraph (3 - 6) mentioned above is acceptable, and proves the

23
existence of a difference in evaluating the procedures of internal marketing by workers according
to educational attainment. The stronger- average valuation for the benefit of workers who
possess high academic certificate, like a degree, is (5.00), and indicate the result of comparisons
posterior using the Healing Test, as illustrated in table (11) that the differences of statistical
significance were between the responses of workers with academic achievement (degrees) and
then comes in second place holders of college diploma with a mean (4.43) and ranking at last
place, junior high school holders with an average of (3.35).

TABLE (11)

Analysis of variance for the differences between averages of the assessments employed by
gender, sub-hypothesis (4-6)

Gender Sample Average Standard (T) (T) Analysis

Mean Deviation Calculated Framewor
k
Males 188 3.0106 1.119 -8.32 -1.96 0
Females 22 5.000 0.000
Total 210

Testing the sub fourth hypothesis, which states that, there are no statistical significant
differences between the level of 0.05 = α, and an average of workers’ expectations in five
stars hotels of Kuala Lumpur for internal marketing procedures by gender.

Testing this hypothesis, testing (t) for comparison between samples and independent as
shown in Table No. (11) The value of (t) was calculated (-8.32) while the value of the framework
(T) is at (-1.96), and comparing them together, turns out that calculated value is lower than the
value of the framework. This indicates the presence of statistically significant differences, and
thus the fourth sub-hypothesis (4-6) mentioned above is not acceptable, and it does not prove the
existence of differences in the rating procedures for workers internal marketing by gender. Since
the average mean for females (5.000) is higher than the average mean for males (3.0106), the
differences tend to favour females.

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 TABLE (12)

Analysis of variance for differences between averages of assessments employed by marital

status, sub-hypothesis (5-6)

Source Freedom Square total Average (F) Value

rate square
Between 2 222.43 111.21 257.25
group
Within group 207 89.48 0.43
Total 209 311.92

TABLE (13)

Workers' evaluation according to marital status

Average Mean Social Status

2.24 Single
4.04 Married
5.000 Divorces / Widowed

There is no statistical significant difference between the level of 0.05 = α and an average of
workers’ expectations in five- star hotels of Kuala Lumpur internal marketing procedures
by social status.

Shown in Table No. (12) The value (F) calculated totalled up to ( 257.25 ), while the
tabulated value of E is (3.00), and comparing the two values shows that the calculated value is
greater than the tabulated value . This indicates the presence of statistically significant
differences , and thus the fifth sub-hypothesis (5-6 ) mentioned above is acceptable, and an
indication of differences being present on the workers’ expectations of internal marketing
procedures by social status. The tested average mean (Orally) in table (13) varies according to
marital status , and the differences are in the categories of the divorced and widowed (average
mean 5.000) , married (average mean, 4.04), and finally singles with an average mean of (2.42).

TABLE (14)

25
 Analysis of variance for the differences between averages of the assessments employed by
age.

Source Freedom Square total Average (F) Value

rate square
Between 3 239.56 79.85 227.35
group
Within group 206 72.35 0.35
Total 209 311.92

TABLE (15)

Workers' evaluation according to age

Average Mean Age

2.19 20-30 years old
3.65 31-40 years old
4.72 41-50 years old
5.00 More than 50 years old

As shown in Table No. (14), the value (F) calculated totalled up to (227.35), while the
tabulated value is (2.60), and comparing the two values shows that the calculated value is greater
than the tabulated value . This indicates the presence of statistical significant differences , and
thus the sixth sub-hypothesis (6-6) mentioned above is acceptable, and indicates the presence of
differences in the workers’ evaluation of internal marketing according to age. The highest-
average for an evaluation is a class of workers who are aged more than fifty years, as the average
mean of (5.000). The tested comparisons result indicates, as illustrated in Table (15), the
differences are statistically significant between the responses of workers with high ages (average
mean 5.000), while ranking at first was the age group (41-50 years old), followed by an average
mean (4.72), and then age group (31-40 years) with the average mean (3.65).

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5.0 CONCLUSIONS:

With the aggressiveness of the hotel industry, hotel management must enhance their customer
loyalty through customer satisfaction. In order to do so, it can only be obtained through naturally
exceptionally unique service delivery, which is the hotel staffs’ responsibility. A satisfied staff
can deliver services with high positive energy that would draw a smile on guest’s face.

The internal marketing procedures applied by the hotel management for this study sample
represent a neutral evaluation of workers in these hotels. This means, in fact, the procedures

27
related to internal marketing have not lived up to the required level of ambition, and appropriate
solutions.

The order of the three elements that got great importance from the viewpoint of the workers
is as follows: Firstly, all staffs working in hotels are embracing the spirit of one team working to
serve customers in the best way possible. Secondly, hotel departments go through selection
process for workers with ambition to fit in the working environment. Thirdly, hotel workers
know how much they are an important element of the product and the asset of the hotel.

The order of the three elements that got less importance from the standpoint of workers is as
follows: Firstly, hotel management provides data and sufficient information about the new
services that departments of the hotel tend to promote and management believes the need to
inform the workers to be updated, and not to lose face in front of guests. Secondly, hotel
management uses printed flyers with bright colours as part of the process of internal
communication between them and the workers. This would help to catch the important
information and keep their day colourful as well. Lastly, hotel management is interested in their
training programmes that are focusing on technical skills and give secondary importance to
personal skills.

The departments of the hotels chosen as a study sample seek to establish a culture of service
among the workers to smoothen flow of work and communication, and their commitment to this
philosophy is strong, particularly in workers’ behaviour and their actions with hotel customers.

Although the results of the study is to find the existence of an effective integrated system for
human resources management in the sampled hotels for the study, there is a clear failure of
interest in the preparation and organization of training programs. Perhaps for the lack of
commitment to establish the understanding that those staff are indeed the asset and investment of
the hotel. This might be due to extra focus on increasing profit and minimum amount of cost to
be spent.

The study resulted in the existence of a communication system in the hotels of the study
sample. However, there is a lack of priority from hotels administrations in the provision of data
and sufficient information about the new services to promote, as well as lack of usage of printed
flyers as part of the process of internal communication between administration and the workers.

28
 A fair reward system to staffs is lacking in the hotel management, and yet there is a clear
recognition of the staff efforts by senior management in the hotel. This contradiction raises the
question, namely how can incentives and hotel departments acknowledge the efforts of workers
without any adoption of a system of incentives and rewards for their employees? This would
raise up some negative perception towards the rewarding system from newly employed staffs or
ones whom doing their best yet did not get rewarded.

Furthermore, the results showed statistical significant differences in the presence of

demographic factors and professionalism of workers in the evaluation of internal marketing
procedures. There are differences in the workers' evaluation in the marketing procedures
employed by years of experience, although the statistical differences were primarily significant
to workers whom having four to five years of experience. The presence of significant differences
according to the number of attended training courses, indicate that workers who have been
trained for three courses are ranked first. With regard to the differences according to educational
attainment, employees holding degrees rank first as well. Also the differences According to
gender and marital status the differences favour females instead of males, also widows and
divorced respectively. Lastly, in the differences according to age, the workers who are more than
50 years are ranked first.

The presence of behavioural variables like desire and ambition implemented in the hotel
industry, is to develop staff’s skills and technical abilities. The vast majority of the workers who
are questioned were satisfied with their performance in their jobs. However, despite their good
job performance, they feel that the relationship between them and the management supervisor is
not in the right form required to aspire. The workers seen in the hotels of the study sample,
indicate that hotel’s management do not prior them as to the great interest as it gives to
customers.

6.0 RECOMMENDATIONS

Internal marketing, which deals with the relationship between the hotel management and
workers, is important in the hotel industry. The management should develop the working force
by making them more skilled and equipped with knowledge and attitude, and thus enable them to

29
provide better services to customers. Therefore the hotel management should have faith in the
spiritual philosophy of teamwork and move away from focus on individual employee. This must
be with the commitment to set up specialized training programmes, regularly and continuously,
through focus on the knowledge development on communication, technical, and social skills for
the purpose of carrying out their work properly. It shall crave and be sincere in giving power to
employees that qualifies them to make decisions related to solving customers’ problems.

The hotel management should put a fair system of bonuses and wages which seeks to achieve
a good level of satisfaction among workers .In order to achieve a balance between customers'
satisfaction and employees' satisfaction, the management must acknowledge the efforts of the
staff because without them customers' satisfaction cannot be acquired. Extra focus in attending
to deliver data and marketing information to their employees, so that they are able to sell the
hotel services through a process of direct promotion of hotel services. Hotel management needs
to be aware that strategy of cooperation and coordination between marketing management and
human resource management is the key to the success and sustainability of the hotel in the
tourism industry.

The adaption of a philosophy of service culture among workers and not compromise it in any
way, and achieve the staffs’ expectation, and make them feel that they are part of the cooperate
family, as well as an important part of the product marketed to the final consumer.

Bibliography

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