The Influence of the Internal Marketing on the ...

The Influence of the Internal Marketing on the Behavior of the Expatriate Employee and on the Determination of the External Customer Satisfaction

Rachdi Amina Researcher, PhD Student University of Lille 1, Lille - France [email protected]

Asma Baazaoui Researcher, PhD Student ISG; Tunis - Tunis [email protected]

Tarek Abdellatif Academic Member of ECGI "The European Corporate Governance Institute" Consultant, Expert in Marketing Strategy A. 2.W. M, Vanves; France [email protected]

Electronic copy available at: http://ssrn.com/abstract=2600632

The Influence of the Internal Marketing on the Behavior of the Expatriate Employee and on the Determination of the External Customer Satisfaction

Abstract: Several studies have examined the relationship between internal marketing and external customer’ satisfaction. Our research examined the relationship of the expatriate in his capacity as internal customer, considering the culture’s role on the latter in determining the perceived quality of service. Our study will reveal the mysterious relationship between culture and quality of service perceived through the internal marketing of the company. An empirical study of 378 expatriates working in service companies has helped revealing the employee’s role in the customer’ satisfaction through his culture. Keywords: Internal marketing, expatriate employee, culture, external customer satisfaction, perceived service quality, internal satisfaction.


1. Introduction: The idea of the internal marketing is taken from the importance of members of the organization as being both the employees and the customers of the organization (Berry, 1981). This variable is considered thanks to the quality of service in the consumer-driven businesses. According to Prahalad and Ramaswamy, (2000) "customers no longer simply buy the products, they looking to be satisfied by the services provided by the company”. The literature on the internal marketing is considerable and growing (Barnes, 1989 ; Berry, 1981 ; Collins and Payne, 1991 ; George, 1977, 1990; nroos Gro, 1981, 1985; Piercy and Morgan, 1991 ; Piercy, 1995 ; Sargeant and Asif, 1998 ; Varey, 1995), but little work has addressed the role of internal marketing in the universe of international affairs for the provision of services. The management of multiculturalism in multicultural service organization needs a special, internal and relevant marketing management. In addition it allows satisfy the employees and makes them more motivated to evaluate their satisfaction. In this context Lendrevie, Levy and Lindon, (2010) have shown that the organizational climate customer oriented the good internal management of human resources and it has a positive influence on customer satisfaction. However, the interaction between the expatriate employees and the dimensions of the internal marketing can cause misunderstandings and even a conflict because of the cultural difference that exists between them, and thus create an impact on the quality of service as perceived. According to Hofstede, (1991) ; the quality of the perceived service varies between cultural groups, because each culture has its own measures. It will therefore be recommended for the multicultural enterprise service to examine the influence of the culture of its expatriate employee on the determination of the quality of service perceived as well as its impact on customer satisfaction. In effect, the absence of study dealing with the quality of service as perceived in a multicultural context (Parasuraman, Zeithmal and Berry, 1985) has encouraged us to deal with this subject and understand the process of customer satisfaction through the internal marketing of the multicultural business service. Our study is to examine the interaction of the satisfaction of the expatriate employee with the internal marketing of the enterprise of multicultural service and its impact on the quality of service perceived as well as the moderation of the expatriate’s culture in the relationship with the quality of service as perceived to the satisfaction of external customer. In addition, we will examine the role played by the internal marketing within the company of multicultural service in the determination of the external customer satisfaction through the expatriate employee. The resolution of this problem, it will be subject to respond to the central question: What is the influence of internal marketing on the behavior of the expatriate employee and to the determination of the satisfaction of external customer? It will therefore be essential to respond to the various intermediaries questions arising therefrom: • What is the influence of the internal Marketing on the satisfaction of the expatriate employee within the company of multicultural service? • How organizational engagement can influence the relationship that exists between the internal marketing and the satisfaction of the expatriate employee?

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•

Does the culture of the expatriate employee moderate the relationship between the quality of service as perceived and the satisfaction of external customer?

In our work, we intend by the internal marketing, to motivate and satisfy the employees and to deal with these as customers (internal) of the enterprise to create a quality of competitive service (Sasser and Arbeit, 1976; Berry, 1981) Below, we will present in the first step, the theoretical framework of the research, the assumptions and the conceptual model to study. In the second step, we will be outlining the followed methodology of research and the results obtained. In conclusion, we will highlight the various theoretical contributions and managerial of the study and the tracks of future research. 2. THEORETICAL AND CONCEPTUAL FRAMEWORK: The theoretical context of our research is focused in the first phase, on the dimensions of the internal marketing and their impacts on the satisfaction of the expatriate employee. Then in the second place, we will analyze the influence of the satisfaction of the expatriate on the quality of service as well as the influence of the latter on the satisfaction of external customer. We will also be interested in the moderating role of organizational engagement during the interaction made between the internal marketing and the satisfaction of the expatriate as well as the moderation of the culture of the expatriate employee in the relationship that connects the quality of service as perceived to the satisfaction of the client. 2.1 The Internal Marketing The internal marketing is an essential component in an enterprise (Gummesson, 1991; Morgan, 1991). Kahn (1985) has proposed that it is essential to adopt an internal marketing orientation, since this will enable companies to gain a sustainable competitive advantage. This argument is supported by the tendency to consider the employee of front-stage as an integral part of the product offering (Mudie, 1987). The concept of internal marketing supports the notion that the employees represent an internal market within an organization. This internal market can be regarded as a segment which must be informed, educated, developed and motivated to achieve the goals of the organization ( Papasolomou-Doukakis , 2002). Several searches are interested to identify the components that act to enable successful implementation of internal marketing (Parasuraman, Berry and Zeithaml, 1985; Varey and Lewis, 1999). The internal marketing offers to the expatriate employee a personal training at his arrival to the company and a continuous monitoring at the time of work so that he can take a professional idea on the methods of work and eliminate all sorts of ambiguity or conflict of tasks between the expatriate and local employees. In addition, it encourages the internal communication between the various employees of the company in the aim of getting to know and to establish friendly relations between them and a harmonious environment of work which can help the expatriate to be integrated easily into the internal environment of the company. The service production and consumption participates to increase the direct human contact between the expatriate employee and customers. Therefore, the labor relations become essential in order to successfully deliver a good service quality (Collier, 1983). If the internal marketing is actually implemented, the expatriate employee becomes satisfied (Ahmed, Rafiq and Saad, 2003). Grönroos (1985) and Gummesson (1987) have advanced in 2

their work that the components of the internal marketing have a goal which is the employee’satisfaction. In addition, the organizational climate customer oriented as well as the good internal management of human resources has a positive influence on the motivation of the employees which increases their yields (lendrevie, Levy and Lindon, 2010). This internal satisfaction can be defined as "a response to emotional centered on the content of the employment and supervision" (Chaminade, 2006). The satisfaction was held following the development of a relationship between employees and employers at the same time, based on the confidence and investment. This internal satisfaction will participate to reduce the rate of turnover (Bowen and Lawler, 1992). In this regard, we have proposed the following hypothesis: H1: The internal marketing positively influences the satisfaction of the expatriate employee 2.1.1 The Internal Communication between Employees: According to Aswiri Konanahalli and john Spilane (2010), to produce better, there must exsist a harmony between the expatriate and the internal and external conditions to their business. In addition, Hachanova and al. , (2003) have stated that the success of expatriation was not entirely dependent to the capacity of the expatriate employee, but also to the support of the organization and the assistance that the expatriates receive during their missions . At the level of the reputation of the business Dowling and al. ,1998 ; Strohl and Caliguiri, 1998 ; Black et al, 1991; Tung and Miller, 1990 have announced that the achievement of success of missions" of expatriation" is a vital issue for the corporations, because it is essential for the reasons of development, operation and reputation. Communicating well within the enterprise becomes paramount since it allows the expatriate employees to keep up to date and efficient (Ballantyne, Christopher and Payne, 1995; Hogg, Carter, and Dunne, 1995; Ahmed, Rafiq and Saad, 2003). The internal marketing exists to purchase the property of the expatriate employees, and to allow the external customer to be satisfied. All of these units require communication to flourish (Berry, 1981; Cahill, 1995 ; Vices and Brooks, 1998 ; Rafiq and Ahmed, 2000; Ballantyne, 2003). The organization must communicate with the expatriate employees in order to ensure that their desires and needs are satisfied. The expatriate employees must communicate with the clients to ensure the satisfaction of the external customer. The inclusion of the communication of all the members of the organization will create a sense of belonging, to facilitate the access to information and have the sense of responsibility (Varey and Lewis, 1999). Internal communication has been considered as one of the components of implementation of internal marketing (Ballantyne, Christopher and Payne, 1995 ; Hogg, Carter, and Dunne, 1998 ; Ahmed, Rafiq and Saad, 2003). According to Black and Stephens (1989) the expatriate must be adapted to 3 specific aspects namely: the general environment, the interaction with the nationals of the host country and the communication with the working environment. In this regard, we have proposed the following hypothesis: H 1a. The internal communication between employees has a positive effect on the satisfaction of the expatriate employee 2.1.2 Training: The training and development are important elements of the internal marketing because they allow clarifying the role of each employee and which avoids conflicts of role and the ambiguity of task. According to Gronroos, 1981; Veray, 1995 "the training is an important activity for the company and the employee because it likes to overcome the conflicts and the 3

failures ". The training intended for expatriate employees remind an interaction between these and the local employees as well as between the expatriate and their superiors, which promotes communication between them and allows seeing a working team well trained, competent and harmonious. Studies conducted by Mendenhall and Oddou, (1985); Tung (1981); Mendenhall et al. , (1987) ; Black and Mendenhall (1990) suggest that the training is a very useful way in the construction of intercultural skills and professionals of the expatriate employee. These make the expatriate capable of advantage to run with confidence and to work effectively with less supervisors (Gutterridge et al. , 1993). It is possible that to overcome the conflicts and failures, the enterprises of services must follow certain methods during the interaction with the employees and always make training on the relevant decisions (Zeithaml and IT, 2003 ; cranage and Sujan, 2004 ; cranage and Mattila, 2006). In addition, to make training for the employees probably is less expensive for a company than the recovery or the acquisition of client (Ndubisi, Malhotra and Miller, 2013). Making formations regularly participates in the improvement of the morale of the expatriate employees (Lal and Tahilyani, 2011). In this regard, we proposed the following hypothesis: H 1b. The training of the staff has a positive effect on the satisfaction of the expatriate employee 2.1.3 Feedback: Traditionally, the feedback is gathered by the external customers. Yet the information that makes the internal customers (employee of the company) can be very useful to the organization and can even affect the quality of service for all consumers (Finn et al. , 1996). In addition, it is essential to proceed to the controlling, in the evaluation of employees while interesting to feedback in order to avoid problems with the least losses. These actions are therefore essential without the conduct of corporate multicultural change (Hogg, Carter and Dunne, 1998). In this regard we proposed the following hypothesis: H 1c. Evaluation and feedback have a positive effect on the satisfaction of the expatriate employee 2-2 Organizational Engagement The organizational commitment is defined as being "a general force leading the individual to identify and to commit to the organization in which he works" (Mowday et al. , 1982 , p. 27). The organizational commitment determines the degree of satisfaction of the expatriate employee toward his organization. This satisfaction can be internal or external; and in our case it will treat the internal satisfaction which comes in the form of internal marketing. In this regard, we propose the following hypothesis: H2 . The commitment of the expatriate employee has a moderating effect on the relationship that exists between the internal marketing on the satisfaction of the expatriate employee In the context of this communication, we have made the choice to support the concept of commitment modeled by Allen and Meyer (19990Sxi) LCD monitors), which they propose to distinguish three dimensions such as : 2.2.1 The Emotional Commitment: This type of commitment is linked to the emotional state of the individual, the involvement and the emotional attachment of the individual to his business. In this context, we will try to remove the relationship which exists between the internal communication between the employees and the emotional commitment of the expatriate employee. Because this type of commitment is related to the sentimental and emotional state of the expatriate who is in confrontation with colleagues belonging to other cultures at the level of the communication, personal training as well as the local evaluation). In this regard, we propose the following hypotheses: 4

H2a: the internal communication positively influences the emotional commitment H2b staff training positively influences the emotional commitment H2c evaluation and feedback positively influences the emotional commitment 2.2.2 The Commitment of Continuity: It is regarded as a necessity for the individual to remain within the organization because of the costs associated with the exit. This type of commitment is linked to the material aspect rather than the emotional aspect or emotional such as the emotional commitment. Our study will attempt to analyze the effect of internal communication, the trainings for expatriates as well as the evaluations on the type of commitment. In this regard, we propose the following hypotheses: H2e: communication influences positively the commitment of continuity H2f: the training of staff influences positively the commitment of continuity H2g: evaluation and feedback influence positively the commitment of continuity 2.2.3 The Commitment Normative: This type of commitment reflects a sense of moral obligation to remain an employee of the organization. The employee may have other opportunities to work elsewhere, but he preferred to remain in his work whatever the benefits offered outside. Note and Explanation: It has been the dimensions of organizational commitment and the expatriate employee, but he retained only the first two dimensions of the study, as the third dimension of normative commitment looks at principle (L 'use of the impersonal ambiguity ... .meaning). These two types of engagement aim at keeping their posts among organizations even if they find other opportunities elsewhere. Several researchers have studied the existing relationship between the quality of service as perceived and customer satisfaction as shown by RICHARD A. & ROBERT D. (1996) ; TAYLOR, Steven A. & BAKER Thomas L. (1994) ; TSE, David K & Wilton, Peter C. (1988)... In addition, it is essential to meet the external customers since this would influence their behaviors (Kotler, 2003). The satisfaction of the expatriate is an important act in the business of service, because the expatriate cannot satisfy the customer if he feels he is unfortunate, ill-treated or dissatisfied in his post or with his business of work. The dissatisfaction of the expatriate can influence the quality of service perceived through his behavior. In this regard, we have proposed the following hypothesis: H3: the satisfaction of the expatriate employee positively influences the quality of service as perceived. The quality of service as perceived is a concept that concerns the customers and is essentially based on the employees (It, 1990; Malhotra et al, 2013). This quality of service is improved thanks to the components of the internal marketing that aimed first at the employees’ satisfaction (Grönroos, 1985; Gummesson, 1987). In effect, satisfied employees would be more competent and able to deliver a better service and have a better attitude with customers (Heskett et al. , 1994). The satisfaction of external customers depends on the customers’ internal «expatriate employee" (Sasser and Arbeit, 1976; Gremler et al., 1994; Bernhardt et al. , 2000 ; Bellou and Andronikidis, 2008). This relationship becomes more important when the company operates in the service’s sector, since it is interested in their impressions; The 5

customer trying to verify the performance, attitudes and behaviors of employees who have personal contact (Parasuraman and al, 1985; Schneider and Bowen, 1985) The consideration of marketing of services, such as a research topic and the interest that it has been worn by the researchers (Berry and Parasuraman, 1991 ; Fisk, Brown and it, 1993) has allowed to be interested in the study of the quality of service, by its dimensions, its impact and its links with the satisfactions of external clients. The quality of service is considered from the point of view of the customer who is the recipient of the service, that is to say, the "external client" and all efforts have focused on the identification of the quality dimensions in this meeting of external service. This quality would be perceived by the client (Nguyen, 1991; Perron, 1998 ; Chumpitaz and Swaen, 2004). The concept of the perceived quality was first defined by Grönroos in 1982 as confirmation of the consumer’s expectations of a service in relation to the customer’s perception of the service actually received. 2.2.4 The Perceived Service Quality The SERVQUAL instrument (Parasuraman, Berry and Zeithmal, 1985) is the measurement tool the most used to measure the impact of the quality of service. This is the most common scale in the area of quality of service used in different situations of service (Chaston, 1994 ; Lam, 1995 ; Nelson and Nelson, 1995). The measurement of the perceived quality of service varies according to the different cultures of the world, some determinants of customer expectations of services identified by Zeithmal, Berry and Parasuraman (1993) are the personal physical, social and psychological needs of the client. These determinants are strongly influenced by the social and cultural environment of the client. So there may be different measures of the quality of service as perceived in the company of the multicultural service. A certain misunderstanding may take place between the quality of service rendered by the internal customer (the expatriate employee) and the external client because of the cultural difference that exists between them, Heskett, Sasser and Hart (1990) underscore the importance of putting emphasis on the psychographics saying of the understanding of the quality of service and to the way in which people think, feel and behave, because all these elements strongly depend on the culture of the person. As it was mentioned above, there is a relationship between the satisfaction of customers and the quality of service. This relationship is manifested by a loyalty or a commitment to the company thanks to the concern of this last of the level of quality of service rendered. The retention of the external customer is the result of a successful purchase experience which is manifested by a quality of service as perceived and offered carefully by the company of service. In this regard we have proposed the following hypothesis H4. The perceived quality of service positively influences the satisfaction of the customer. 2.2.5 The Culture According to Geertz, 1993; Rohner, 1984) culture is a complex factor which includes the knowledge, beliefs, art, morals, law, customs, as well as all other provisions and habits acquired by a person as a member of a society (Taylor, 1871). The expatriate employee is located in a new foreign environment to him; and he is trying to adapt himself to this new environment.

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From this point, a confrontation will take place between his own culture and the various other cultures of employees and supervisors. Culture is a collective programming of the human mind that allows todistinguish a category of people from another (Hofstede, 1980). We have studied the case of the expatriate that had a cultural shock at the time of the integration. Similarly, other research has shown that the expatriate in summer is easily integrated into the culture of the company and its staff. Yet it is worth mentioning that other work has demonstrated that the culture of the expatriate takes a remarkable role in his degree of commitment and it influences his behavior and even it acts on his performance and his productivity. In our case, the culture of the expatriate employee can influence the quality of service as perceived; which will directly affect the satisfaction of external customer. In this regard we have proposed the following hypothesis H5. Culture moderates the relationship which exists between the quality of service as perceived and the satisfaction of external customer. Note and explanation: For Hofstede, there are 4 dimensions that characterize the culture which are: individualism / the hierarchical distance / masculinity and control uncertainty. It has retained the first 3 dimensions without taking account of the 3rd dimension; because this later deals with the duration of the plans made by the leaders such as long-term or short-term and the logic of preparations of ideas toward the threatening situations. It concerns a professional appearance and technique, by contrast, in our study we used to explain the dimensions of sociocultural order and the individual behavior. - Individualism / collectivism: in the culture of individualism, it is expected that everyone takes care of himself and of his immediate family (Hofstede, 1990). The independence and freedom are the basis of this company. On the other hand in the collectivism culture, people are integrated in a strong and coherent group, the loyalty and cooperation are the basis of this society. "For example a social exchange between an expatriate belongs to the culture of individualism with a customer of the collectivism culture can create a poorly understanding between them because one is seeking perfection without taking into account the human relationship between him and the client. By contrast, the other is trying to have a long conversation with the sharing of ideas and opinions during the operation of purchase of the product/service. A dissatisfaction of customer will occur immediately. " . - The hierarchical distance: it is also called "the acceptance of inequality" or "the distance of power ". This is the distance from the power and it consists in the acceptance and hold by the members of organizations and institutions that have the least to be able to ensure that the power is distributed unevenly. ". This dimension is measured by the level of distribution of power in a given culture, analyzing the feelings of the people. A low score of distance in relation to the power indicates that a culture expects and accepts that the relations of power are democratic and that its members are seen as equals. A high score means that the members of the company are able to accept their condition and realize the existence of hierarchical position. Masculinity / femininity: The distribution of emotional roles between the genres. "This dimension measures the level of importance that a culture accorded to male values stereotypes such as insurance, the ambition, the power and materialism, as well as to the feminine values stereotypes such as the emphasis on human relations and the comfort. 7

The cultures of the masculinity scale typically show the differences that is more obvious between the genres and tend to be more competitive and ambitious. The one whose score is low has fewer differences between the genres and gives more value to the construction of relations. In this regard we have proposed the following assumptions: H5a. Individualism moderates the relationship which exists between the quality of service and the perceived customer satisfaction H5b. power distance moderated the relationship between perceived service quality and perceived customer satisfaction H5c. Masculinity moderates the relationship which exists between the quality of service and the customer perceived satisfaction. 3. The Conceptual Model: We are proposing, the research model shown in the following figure.

The commitment of the expatriate

The Culture of the expatriate

Internal Marketing -internal communicationTraining -The feedback

The satisfaction of the expatriate employee

The quality of service perceived

The satisfaction of external client

Figure 1: The Conceptual Model of the Search

3.1 THE METHODOLOGY OF THE SEARCH: 3.1.1 Measures of Variables: To measure the different variables of our model, we have had recourse to different scales of measurement presented in the following table:

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SCALE OF MEASUREMENT

DIMENSION(S) concerned (S) items

USED Berry, (1981)

The Internal Marketing 15

Berry and Parasuraman, (1990)

The perceived quality of service 13

Ary et al, (2000)

The satisfaction of the employee 20

Myer and Allen, (1994)

The Organizational Commitment

Parasuraman, Zeithmal and Berry Customer satisfaction

13 7

1985 Hofstede, (1995)

Culture 41

Table 1: the measurement scales of the different variables of the model The elements of the questionnaire have been measured using scales of type Likert Scale to five points of 1 "Not at all in agreement" to 5 "strongly agree" with a midpoint neutral category. 3.1.2 Questionnaire Survey: The collection of necessary data has been carried out in a straightforward manner through a questionnaire distributed to the expatriate employees working in Qatar in the shops and businesses of customer service. During this period 378 questionnaires were completed and returned to us by these expatriate employees. A factor analysis was used to identify the latent variables constructing the model. These results have been used in the confirmatory analysis. This is in order to confirm the measurement model corresponding and test its validity. 50.9 Per cent of the sample is composed of women. 56.6 Per cent of the members have an age between (20, 30), the majority of respondents (54.7 %) have a level of Bac+3. 4. DATA ANALYSIS AND PRESENTATION OF RESULTS: Two types of analysis have been made in this research work. A principal component analysis of the performance and reliability of the measurement scales and a regression analysis in order to determine the various relationships that exist between variables and by subsequently confirm or refute the assumptions of research proposed. 4.1 Principal Component Analysis: A principal component analysis was conducted on the different scales of measurement that we have used with a verification of the reliability with Cronbach's Alpha.

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Scale of

Result

measurement The internal

The results of this ACP are good: KMO=0,749 , the Bartlett's test is

marketing

significant. The level of reliability of this scale is very good, with a Cronbach's Alpha of 0.70 and an explained variance of 84.77 %.

The training of

The results of this ACP are good: KMO= 0.688 , the Bartlett's test is

staff

significant. The level of reliability of this scale is good with a Cronbach's Alpha of 0,816 and an explained variance of 79.36 %. The results of this ACP are good: KMO= 0.712 , the Bartlett's test is

Evaluation and

significant. The level of reliability of this scale is very good, with a

feedback

Cronbach's Alpha of 0,821 and an explained variance of 84.09 %. The results of this ACP are good: KMO= 0,624 , the Bartlett's test is

The commitment

significant. The level of reliability of this scale is good with a

of the expatriate

Cronbach's Alpha of 0,791 and an explained variance of 73.20 , %.

employee The satisfaction of


the expatriate


employee

Cronbach's Alpha of 0,655 and an explained variance of 77.59 %

The culture of the


expatriate


employee

Cronbach's Alpha of 0,684 and an explained variance of 66.18 %.

The quality of


service perceived

significant. The level of reliability of this scale is very good, with a Cronbach's Alpha of 0,813 and an explained variance of 88.15 %.

10

The satisfaction of


external client

significant. The level of reliability of this scale is good with a Cronbach's Alpha of 0,767 and an explained variance of 68.10 %.

Table 2: the results of the reliability of the variables 4.2 Regression Analysis The factors obtained, by a principal component analysis, have been used as inputs first of all in the analysis of the correlations between the variables, and then in the regression analysis to identify the factors causing the acquisition of information within virtual communities and confirm or refute the assumptions of proposed research. After the verification of the correlations between the variables; we have had recourse to the linear regression analysis to test most of the relations. The results show that the six hypotheses have been accepted and that test is significant (p< 0.05). Assumptions

Indicators

Comments

Validation/ reversal

internal

R²= 0.740

There is a strong positive

positively

0.105 Β=

relationship

influences the satisfaction

Sig=0,043

internal marketing and the

H1:

The

marketing

of

the

between

the

Validated

satisfaction of the expatriate

expatriate

employee

employee

H1a. The communication

There

is

a

positive

has a positive effect on

R²= 0.884

relationship between the size

the satisfaction of the

0.424 Β=

of the trust and the perceived

expatriate employee

Sig=0,000

usefulness

of

virtual

a

positive

Validated

communities. There

H1b. The training of the

is

staff has a positive effect

R²= 0.341

relationship

between

the

on the satisfaction of the

0.264 Β=

training of staff and the

Validated

11

expatriate employee

0.002 Sig=

satisfaction of the expatriate employee

H1c. Evaluation and

R²= 0.145

There

is

a

positive

feedback have a positive

0.381 Β=

relationship

between

the

effect on the satisfaction

0.589 Sig=

assessment

and

the

of the expatriate

relationship

and

the

employee


Validated

employee H2a: The internal

R²= 0.189

There

is

a

positive

communication positively

0.437 Β=

relationship

influences the emotional

Sig=0,000


between

the

Validated

employee and the perceived

commitment

quality of service The perceived quality of

H2b staff training positively influences the

R²= 0.180

service has a weak positive

emotional commitment

0.424 Β=

effect on the satisfaction of

Sig=0,945

the external customer.

H2c: evaluation and

R²= 0.273

There is a posit ive

feedback positively

0.264 Β=

relationship between the

influences the emotional

0.302 Sig=

Validated

Validated

assessment and the feedback and the

commitment

emotional commitment H2e: The communication

R²= 0.122

There

influences positively the

0.259 Β=


commitment of

0.503 Sig=

internal

is

a

positive Validated

communication,

12

the

continuity

employees

and

the

commit ment of continuity

H2f: the training of the

R²= 0.330

There

staff influences positively

0.574 Β=

between the training of

0.830 Sig=

staff and the commitment

the commitment of

is

a

relationship

Validated

of continuit y

continuity H2g: evaluation and

R²= 0.11

There

is

a

relationship

feedback influence

0.105 Β=

between the feedback and

positively the

Sig=0,043

the

commitment

Validated

to

continuit y

commitment of continuity

H 3: The satisfaction of

R²= 0.232

There

is

a

positive Validated

the expatriate employee

0.482 Β=


has a positive impact on

Sig=0,054

satisfaction

of

the

the perceived quality of

expatriate employee and

service

the perceived quality of service

H4: The perceived quality

R²= 0.391

There

of service has a positive

0.262 Β=


impact on customer’s

Sig=0,065

perceived

satisfaction

service

is

and

a

positive Validated

quality

of

satisfaction

expatriate customer Table 3 : The results of the linear regressions

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4.3 Study of the moderation of the commitment and the culture of the expatriate employee: R. M. Baron and D. A. Kenny, (1986) considered a moderating variable as a qualitative or quantitative variable which affects the direction and/or strength of the relationship between an independent or predictive variable and a dependent or criterion one. Our research, involves the commitment of the expatriate employee as a moderating variable which intervenes to moderate the relationship between the internal marketing and the satisfaction of the expatriate employee, as well as the culture of the expatriate employee as a moderating variable which intervenes to moderate the relationship between the quality of service perceived and the satisfaction of external customer. An analysis of the moderation by the process of Andrew F. Hayes has been used by the means of SPSS 20 in order to measure these relationships. The analysis of the moderation is based on the index "p" which measure the significance of the relationship, the latter will be the value accepted when it is less than 0.05 and by the index "t" that measure the effect of the relationship between the variables, which will be significant from 2. We present the results of the moderation of the quality of virtual communities in the table below: Validation/ Assumptions

Indicators

Comments

H2: the commitment of the

R²=0,812

The commitment of the

expatriate employee has a

P=0.002

expatriate employee comes to

moderating effect on the

T=2,332

mediate the relationship between

internal marketing and the

the internal marketing and the



employee

employee. This intervention is

reversal Validated

positive and important. H5: The culture moderates

R²=0,670

The culture comes to mediate

the relationship between the

P=0,065

the relationship between the


T=3,169


employee and the perceived

employee and the quality of

quality of service

service as perceived. This

Validated

intervention is positive and important H5a. Individualism

R²=0,681

The individualism comes to

moderates the relationship

P=0,865


which exists between the quality of service and the

Validated

T=2,169 the quality of service and perceived customer 14

perceived customer’

satisfaction. This intervention is

satisfaction

positive and important.

H5: The distance to be able

R²=0,918

The distance to be able to just

to moderate the relationship

P=0,502


which exists between the

T=2,332

the quality of service and the

quality of service and the




satisfaction

positive and important.

H5c: Masculinity moderates

R²=0,381

Masculinity has just mediated

the relationship which exists

P=0,865

the relationship which exists

between the quality of

T=0,169

between the quality of service

service and the perceived

and the perceived customer’

customer’ satisfaction.


Validated

Validated

positive and important. Table 4 : The effect of restrained commitment on the expatriate employee between the internal marketing and the satisfaction of the expatriate employee as well as the moderation of the culture of the expatriate between the relationship between the satisfaction of the expatriate employee and the QSP and between the QSP and the satisfaction of external customer. 5. DISCUSSION AND IMPLICATIONS: Our study has paid particular attention to show the role played by the culture of the expatriate employee in determining the perceived service quality and customer 'satisfaction. The study of culture is not an easy task to achieve, but the dearth of research that support the problems faced by expatriate employees because of cultural difference is apparit as an obstacle to our work. In his work, according to Ricks, the cultural variety presents a great challenge for the companies firstly, at the level of maintenance of consistency in the delivery of service, secondly, at the level of adaptation to the local culture. In effect, our results have shown that the culture of the expatriate employee moderates the relationship which exists between the satisfaction of the expatriate employee and the quality of service as perceived on the one hand, and between the latter and the satisfaction of external customer. In our research, we have demonstrated the existence of a positive effect and a strong internal marketing on customer satisfaction, which justifies the work of Elaine MR. Aspinwall, 2008 "this is not logical when the company advises its sellers to be more sympathetic, open, quiet, reliable hoses, ... with customers of different cultures but it does not apply this rule to its various employees within the plants of work or in the offices.”

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Stauss and Mang, (1999) have pointed out that "the quality of service presents various culture" and that "the service is a sensitive element to the culture ", our results come to deduce that the quality of service as perceived by the expatriate employee has a positive impact on customer’ satisfaction. In addition, our study also contributes to demonstrate the existence of a relationship between the perceived quality of service and the satisfaction of external customer. 6. Conclusion: This article has an overarching objective of clarifying the effects of internal marketing of the company of multicultural service on the satisfaction of external client. It has also demonstrated the moderating effect of culture on the perceived quality of service as well as on the satisfaction of the expatriate employee. The confirmation of its relations has been elaborated through the study of relations between the variables. In this context, we have opted for a quantitative study by questionnaire. This later has been distributed among 378 respondents from whom 50.9 per cent of the sample is composed of women. A principal component analysis was carried out in a first time to test the reliability and validity of the measures used. In a second time, a correlation and regression analysis was established; we allowed validating the hypotheses presented below and responding to our research objectives. In addition, the analysis shows that the different factors found following the regression analysis are good preachers of the external customer’ satisfaction. Two inputs were deducted from this research work. The first, theoretical, presents the contribution of this article to the marketing research as well as into science of sociology. This study highlights the effect of internal marketing of the multicultural business on the satisfaction of the expatriate employee. This satisfaction positively influences the perceived quality of service under the moderation of the culture of the expatriate employee. Finally, the perceived quality of service has a positive effect on the satisfaction of external customer, whose culture has just moderate weakly this relationship (QSP/customer satisfaction external). In conclusion, this study suffers from a number of limitations. Data were collected from some communities expatriate employees working in the area of service delivery in Qatar; and who are not necessarily representative of the whole of the past, or the generalization of results which may not be feasible in the state. On the other hand, the method of analysis of the data by means of regressions must be supplemented by other analysis tools, such as the analysis by means of structural equation in order to strengthen the validation of the conceptual model presented; and which is relatively complex.

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