Internal Marketing Strategy, Employee Performance, and Organizational Commitment in Selected Public Universities in Nairobi County, Kenya
Lydia Muriuki, Loice Maru, David Kosgei

Abstract
It is expected that committed employees perform better in their tasks and therefore deliver better services which affects customer confidence positively and contributes to achieving customer loyalty and ultimately enhanced organizational performance. Internal marketing strategy is emerging as a central theme of increasing importance in both academic and practitioner discourse, as a key strategy in enhancing employee commitment for satisfied clientele and assured organizational performance. Against this background, the present study set out to investigate the effect of internal marketing strategy on employee performance and the moderating role of employee commitment among selected public universities in Kenya. The study targeted a total of 384 employees from both administrative and academic staff positions, employing stratified random sampling in sampling individual respondents from across the departments in these institutions since internal marketing strategy is ideally directed to all employees regardless of the department. These were sampled proportionately from the 4 institutions. The study used primary data which was largely quantitative, collected by use of questionnaires. Descriptive and inferential analyses were conducted. Findings reveal that internal marketing strategy significantly influences employee performance; the study also established a significant relationship between employee commitment and employee performance among selected public universities in Kenya. The study however established no significant moderating effect of employee commitment on the relationship between internal marketing strategy and employee performance among selected public universities in Kenya was however established. Discussion, conclusion, and recommendations are provided based on the results of this study.

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