CHAPTER FOUR

RESULTS AND DISCUSSIONS

This chapter of the study presents the data analysis, interpretation and

discussion of the outcomes from data collected in the subject area.

In this study, 90 self-administered questionnaires with predetermined

responses were distributed to top management executive of Private

hospitals within port Harcourt. The Statistical Package for Social

Science (SPSS) program was used to analyze the data from this study.

Data entered into the SPSS generated frequencies for the demographic

profile of respondents as well as descriptive statistics of relevant data.

The scale items for the study were tested for reliability and multiple

regression was conducted to address the overarching research

objectives.

4.1 data presentation

 S/NO NAMES OF COPIES OF COPIES COPIES
HOSPITALS ADMINISTERE RETRIVE NOT
D D RETRIEVE
D
1. COLWORTHS
MC
2. MEDIETHICS
LTD
3. METROPOLITA
N CLINICS
4. NOBSAMS
HOSPITAL
5. PARAGON
CLINICS
6. PRINCESS
MEDICS
7. THE BRIDGE
CLINICS
8. CARE
WOMEN’S
CLINIC
9. HEART HEALTH
MEDICS
TOTA 90 0 0
L

4.2 analysis of data

In this part the researcher determined the data contained in the questionnaire. The

analysis of the demographic data of respondents.

The respondents in this study were profiled according to their gender, age,

academic qualification and working experience etc. and also information was

sought to have information about the hospital (example; number of beds,

number of staff and number of years operating etc.).

Table 4.2 Demographic profile of respondent

GENDER FREQUENCY PERCENTAGE

MALE 54 60

FEMALE 36 40

TOTAL 100.0 100.0

Source: survey data 2019

Fig. 4.1 showing gender of respondents

As stipulated in fig 4.1 above the analysis shows that 60% were male while that of

the female is 40%.

4.2.1 Bio data analysis

Table 4.3

FREQUENCY PERCENT VALID CUMULATIVE

PERCENT PERCENT

VALID

26-35 14 15.6 15.6 15.6

36-45 32 35.6 35.6 51.1

46-55 44 48.9 48.9 100.0

total 90 100.0 100.0

age of the respondent

Source: survey data 2019.

Age respondent

26-35
36-45
46-55
fig 4.2 pie chart showing age bracket of respondents

As clearly shown in the table 4.3 in addition to figure 4.2 above which expresses the

age bracket o the respondent that completed the filling of the instrument. 15.6 % of

the respondent were less than 25 of age. 35.6% were between the age of 36 to 45

years. 48.9% were between the age of 46 to 55 years.

Table 4.4 qualifications of respondent

frequency percent Valid percent Cumulative

percent

SHS 12 13.3 13.3 13.3

CERTIFICATE 9 10.0 10.0 23.3

DIPLOMA 5 5.6 5.6 28.9

HND 14 15.6 15.6 44.4

DEGREE 35 38.9 38.9 83.3

MASTERS 15 16.7 16.7 100.0

TOTAL 90 100.0 100.0

Source: survey data 2019.

Fig. 4.3 showing qualifications of respondent

The distribution for the academic qualifications of the respondents reveals 35 38.9%

as having degree as their highest qualification and 14 (15.6%) having HND as their

highest qualification and masters having 15 (16.7%). This indicates that majority of

the respondent have a tertiary qualification which makes them have a fair Idea of the

issue being researched on.

Table 4.4 Number of Work Experience

frequency percent Valid percent Cumulative

percent

Valid 1-5 years 11 12.2 12.2 12.2

6-10 51 56.7 56.7 68.9

11-15 21 23.3 23.3 92.2

16 and above 7 7.8 7.8 100.0

total 90 100.0 100.0

Table 4.5 number of work experience

Source: survey data 2019.

Fig 4.4 number of years working

The response rate for work experience revealed that majority of the respondent51

(56.7%) have worked for 6-10 years followed by 21(23.3%). Response rate 1-5 years

have 11(12.2%) and 16 and above have 7(7.8%).

Table 4.6 number of beds

frequency percent Valid percent Cumulative

percent

1-15 50 55.6 55.6 55.6

16-30 31 34.4 34.4 90.0

36-45 9 10.0 10.0 100.0

total 90 100.0 100.0

Source: survey data 2019.

NUMBER OF BEDS
1-15 16-30 36-45

36-45
10% 0%

16-30 1-15
34% 56%

Fig. 4.5 number of beds

Table 4.6 shows the number of beds of each respondent and their corresponding

percentages. The pie chart in figure 4.5 56% of the respondents chose 1-15 beds, 16-

30 have 34.4% while 36-45 have 10%.

Table 4.7 Number of Staffs

frequency percent Valid percent Cumulative

percent

1-5 43 47.8 47.8 47.8

6-10 22 24.4 24.4 72.2

11-17 14 15.6 15.6 87.8

16 and above 11 12.2 12.2 100.0

total 90 100.0 100.0

Source: survey data 2019

number of staffs

1-5
6-10
11-17
16 and above
Fig. 4.6 number of staffs

Table 4.7 shows the number of staffs in each hospital 47.8% respondent chose 1-5

staffs in the hospitals 6-10 have 24.4%, 11-17 have 15.6% while 16 and above have

1.2%.

Table 4.8 number of departments in the facility

frequency percent Valid percent Cumulative

percent

1 13 14.4 14.4 14.4

2 16 17.8 17.8 32.2

3 19 21.1 21.1 53.3

4 and above 42 46.7 46.7 100.0

total 90 100.0 100.0

Source: survey data 2019

Table 4.7 shows the number of department in each hospitals.1 have 14.4% chosen

by the respondents, respondents who chose 2 department have 17.8% 3 department

have 21.1% while respondents who chose 4 and above departments 46.7%.

Fig. 4.7 number of departments in the facility

Table 4.8 Number of Departments In The Facility

frequency percent Valid percent Cumulative

percent

VALID 1 43 47.8 47.8 47.8

2 14 15.6 15.6 63.3

3 28 31.1 31.1 94.4

4 and above 5 5.6 5.6 100.0

total 90 100.0 100.0

Source: survey data 2019

4.3 Reliability Test

The reliability of a scale items seeks to determine the absence of error and the

degree to which a test is consistent and reliable in measuring the same

underlying factor (Pallant, 2010). Before, proceeding with the re-specification

of the factors the variables which had perfect loadings were subjected to

reliability test to check for internal consistency

(Neuman, 2007). The Cronbach alpha coefficient as a benchmark was used to

confirm the reliability of the scales employed in this study. According to

Cronbach (1951) the alpha values for scales measuring each factor should be

above 0.7 however a threshold of 0.6 is acceptable in an exploratory study

(nunally and Benstein 1978). After internal reliability test on the 6 factors,

only factors with Cronbach alpha values above 0.6 were considered for

specification into variables measuring the particular factors. The result for the

re-specified variable under the 6 factors displayed in the table below.

Table 4.9 Reliability Test

Independent variables Cronbach’s alpha Number of Items

Proactive market .826 5

Responsive market .691 4

Dependent variable

Sales growth .914 4

Market share .719 5

 4.3.0 Bivariate Analysis

Bivariate analysis are conducted to determine whether a statistical association exist

between two variables, the degree of association if one does not exist, and whether

one variable may be predicted from one another.

4.3.1 test of research hypothesis one

H01. There is no significant relationship between proactive market orientation and

sales growth

Table 4.10

Correlations

Proactive

Market

Orientatio Sales

n Growth

Pearson Correlation 1.000 .764**

coefficient

Proactive orientation

Sig. (2-tailed) . .000

 N 90 90

Pearson Correlation .764** 1.000

Coefficient

Sales growth

Sig. (2-tailed) .000

N 90 90

** corelltion is significant at the 0.01 level (2-tailed).

Source: survey data 2019

The table 4.11 above shows that proactive market orientation correlates with share

growth (r=0.764, p=0.001) tis represent a very high correlation indicating

relationship which it is shown to be significant at 0.01 significant level.

4.3.2 Test of Research Hypothesis Two

H02. There is no significant relationship between proactive market orientation and

market share.
Table 4.11

Correlations

Proactive

orientation Market share

Pearson Correlation 1.000 .452**

coefficient

Proactive orientation

Sig. (2-tailed) . .000

N 90 90

Pearson Correlation .452** 1.000

Coefficient

Market share

Sig. (2-tailed) .000

N 90 90

** correlation is significant at the 0.01 level (2-tailed).

Source: survey data, 2019.

table shows that proactive market orientation correlate with market share (r=0.452,

p=0.000<0.000). this represent a very high correlation indicating marked

relationship. The relationship that exists between proactive market orientation and

market share is shown to be significant at 0.01 significant levels.

Since an r value that is greater than or equal to 0.20 ( r≥0.20) is the bench mark for

rejecting the null hypothesis, based on this the researcher reject the null hypothesis

and uphold the hypothesis. Therefore, there is relationship.

4.3.3 Test of Research Hypothesis Two

H03. There is no significant relationship between responsive market orientation and

sales growth
TABLE 4.12

Correlations

responsive

orientation Sales growth

Pearson Correlation 1.000 .472**

Responsive orientation coefficient

Sig. (2-tailed) . .000

N 90 90

Pearson Correlation .472** 1.000

Coefficient

Sales growth

Sig. (2-tailed) .000

N 90 90

** correlation is significant at the 0.01 level (2-tailed).

Source: survey data, 2019.

The result in tis table above shows that responsive market orientation correlates with

sales growth (r=0.472, p=0.000<0.000). this represent a very high correlation

showing marked relationship.

Since an r value that is greater than or equal to 0.20 ( r≥0.20) is the bench mark for

rejecting the null hypothesis, based on this the researcher reject the null hypothesis

and uphold the hypothesis. Therefore, there is relationship.

4.4.4 Test of Research Hypothesis four

H04. There is no significant relationship between responsive market orientation and

market share.

TABLE 4.13

Correlations
 responsive

orientation Market share

Pearson Correlation 1.000 .413**

Responsive orientation coefficient

Sig. (2-tailed) . .000

N 90 90

Pearson Correlation .413** 1.000

Coefficient

Market share

Sig. (2-tailed) .000

N 90 90

** correlation is significant at the 0.01 level (2-tailed).

Source: survey data, 2019.

The result in tis table above shows that responsive market orientation correlates with

sales growth (r=0.413, p=0.000<0.000). this represent a very high correlation

showing marked relationship.

Since an r value that is greater than or equal to 0.20 ( r≥0.20) is the bench mark for

rejecting the null hypothesis, based on this the researcher reject the null hypothesis

and uphold the hypothesis. Therefore, there is relationship.

5.5 Discussion of Findings

In this study, the first objective was to investigate the relationship between

market orientation and corporate performance. Thus, to determine whether

corporate performance will be the result when Private hospitals are market

oriented. However, in this study it was found that there is a positive

relationship between market orientation and corporate performance. This

finding, corresponds with other studies (Yusif, 2012;). However, these results

are partially inconsistent with a previous research that was conducted in Hong

Kong and New Zealand Hotels (Au and Tse, 1995). It also differs with studies
from (Lonial et al., 2008). Furthermore, the results found out that customer

orientation has a positive relationship with corporate performance. This is

consistent with a study by Nwokah (2009), who investigated the relationship

between

Proactive focus, responsive focus and marketing performance in food and

beverage organizations and found out that proactive orientation has a positive

relationship with corporate performance. This also corresponds with

Khamwon and Speece (2005).

Finally, another key finding in this was the influence of sales growth as

significant in predicting corporate performance of private health providers. As

for the survival and growth/profit emphasis, hospitals high on this dimension

would be likely to do a better job in stakeholder management. Hospitals have

a "more complex and far-reaching set of responsibilities than traditional

businesses." (Liedtka, 1992), and their stakeholders "exert influence on issues

ranging from hospital governance to financial reimbursement to patient

services." (Fottler, Blair, Whitehead, Laus, & Savage, 1989). Hospitals with

high market orientation would be able to set and pursue the growth and profit
objective in a more firm and focused manner, thereby doing a better job in

stakeholder management.

CHAPTER FIVE

SUMMARY, RECOMMENDATIONS AND CONCLUSIONS

The study was to investigate the relationship between market orientation and

organizational performance in the private health sector in Port Harcourt. The

study applied the market orientation construct composed of (proactive market

orientation and responsive market orientation) that may or may not have an

impact of the dependent variable corporate performance (sales growth and

market share).

5.1 Summary of findings

Findings indicate that there is a significant positive relationship between the

dependent variable (corporate performance) and the independent variable

(Market Orientation) as supported by (Khamwon & Speece, 2005). However,

among the market orientation construct it was responsive market orientation

and sales growth that significantly influenced corporate performance in the

private health facilities.

5.2 Recommendations

This study advances a number of variables as significant elements of market

orientation and suggest ways by which managers may enhance their market

orientation and performance of their organization.

• Administrators of private health facilities should ensure that they

successfully implement the market orientation concept which can

produce organizational benefits. Thus, they should pay attention to all

the dimensions of market orientation which will significantly help them

to pin point areas of weakness and that will help them in taking

corrective actions.

• Managers should note that they could gain competitive advantage and

improve their performance by being market oriented. Therefore, they

should ensure that every decision in the organization must be

thoroughly followed to insist on providing superior quality and service

to the customer. They can also observe what business level functions

contribute to or obstruct the development of a market orientation, so

that more conclusive guidelines can be provided to Private hospital

 administrators who are attempting to increase the degree of market

orientation in their organizations.

• Adequate training and development of staff on market orientation).

• Management must design and implement a well-organized marketing

management model. This should be guided by research of the sector

(competitor, suppliers, customers etc.)

5.3 Conclusions

Achieving Superior corporate performance has mainly been the aim of most

organizations and this is achieved by developing and sustaining competitive

advantage. According to Slater and Narver, (1994), achieving this competitive

advantage depends on the capabilities of firms to create a market-oriented

organization. Although competitive advantage is partially related to structural

characteristics such as economies of scale or market power, attention now

centers on the capabilities of firms to create a market-oriented organization

(Slater and Narver, 1994b). Narver and Slater, (1990) also stated that the quest

of viable competitive advantage inspires businesses to go all-out for a strategy

that leads to creating superior customer value. This study reveals that

successful implementation of a market orientation strategy would lead to

corporate performance in the private healthcare sector and contributes to

marketing practice by augmenting our understanding of the relationship

between market orientation and corporate performance in the private

healthcare sector in portharcourt. It also indicates that private hospital

administrators’ ability to enhance operational efficiencies of their hospitals

may lie in their ability to develop and sustain a market-oriented organization.