An investigation of internal marketing and its effects on employees in the banking sector in Saudi Arabia

Albassami, Faisal A.; Almeshal, Soad Abdullah; Bailey, Ainsworth Anthony

doi:10.1057/fsm.2015.11

Cited by 12 publications

(8 citation statements)

References 47 publications

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“…Thus, providing a higher degree of flexibility and a mutual sense of trust via decision-making empowerment and seamless task delegation across vertical hierarchies is urgently needed. Empowerment was found to have a positive effect on employees' identification with the bank (Albassami et al, 2015).…”

Section: Salespeople's Market Orientationmentioning

confidence: 95%

Elucidating salespeople's market orientation, proactive service behavior and organizational culture in the B2B banking sector: a Malaysian perspective

Hamzah

Othman

Hassan

2020

IJBM

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PurposeConsidering that little is known on market orientation at the individual level, this study investigates the effects of individual market orientation on proactive service behavior, and subsequently, sales performance among business-to-business salespeople. Based on social cognitive theory and competing values framework, this paper also examines the interaction effects of organizational culture on the link between individual market orientation and proactive service behavior.Design/methodology/approachThe study sampled 539 business-to-business salespeople from 18 corporate banks in Kuala Lumpur by using a questionnaire survey.FindingsThe results of the study show that adhocracy culture strengthens the effects of information acquisition on proactive service behavior, while at the same time weakens the impact of coordination of strategic response on the same outcome. Meanwhile, rational culture displayed negative contingent effects of information dissemination on proactive service behavior.Practical implicationsGiven its link to sales performance and proactive service behavior, banks should motivate their employees to embrace market orientation as individual competencies. This research outcome will aid managers in developing strategies and inculcating the right culture to ensure the market-oriented behaviors are internalized and transpired into positive outcomes.Originality/valueThis paper contributes to the enrichment of the existing market orientation frameworks by offering underlying mechanisms (cultural environment and proactive service behavior) through which market-oriented behaviors contribute to the sales performance of business-to-business salespeople within the financial service industry. It is also among the earliest studies that examine the influence of individual market orientation and organizational culture on proactive service behavior.

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Section: Salespeople's Market Orientationmentioning

confidence: 95%

Elucidating salespeople's market orientation, proactive service behavior and organizational culture in the B2B banking sector: a Malaysian perspective

Hamzah

Othman

Hassan

2020

IJBM

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“…A number of studies on internal marketing have been conducted in various domains, including retail banking and financial services (Caruana and Calleya, 1998; Papasolomou and Vrontis, 2006; Ali, 2012; Narteh, 2012; Sahi et al , 2013; Albassami et al , 2015; Preez and Bendixen, 2015). A common theme among these studies is the view that internal marketing consists of a number of different facets: internal customer, rewards, communication, training and education, and employee empowerment.…”

Section: Background and Hypothesesmentioning

confidence: 99%

The roles of employee job satisfaction and organizational commitment in the internal marketing-employee bank identification relationship

Bailey

Albassami

Almeshal

2016

IJBM

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Purpose The purpose of this paper is to assess the impact of a global measure of internal marketing on bank employee job satisfaction and employee commitment to the bank. In addition, the authors assessed the subsequent impact of job satisfaction and employee commitment on employee-bank identification. The dual mediating role of job satisfaction and employee commitment in the internal marketing-employee bank identification relationship was also explored. Design/methodology/approach Using self-administered questionnaires, the authors collected data from a convenience sample of Saudi Arabian bank employees attending training at the Institute of Banking, Saudi Arabia. Structural equation modeling was used to assess the predicted structural relationships. Findings Internal marketing has highly significant positive effects on job satisfaction and employee commitment to the bank. These in turn influence employee bank identification. Internal marketing also impacts employee bank identification indirectly through its impact on both job satisfaction and employee commitment. Practical implications Bank management needs to take a holistic approach to internal marketing and ensure that they create an environment where employers will be satisfied and committed to the point that they will feel proud to be associated with the organization. Originality/value The study uses a global measure and provides evidence of the dual mediating effects of job satisfaction and employee commitment to the bank in the internal marketing-employee bank identification relationship. This evidence is unearthed in the Saudi Arabian banking sector, characterized by conventional and Islamic banks.

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“…They are supposed to provide quality services to customers and spend a significant amount of time handling customer requests and problems (Narteh, 2018; Sengupta et al , 2015). They are also considered the cornerstone of delivery of a company’s brand promise (Albassami et al , 2015).…”

Section: Introductionmentioning

confidence: 99%

The effects of nonwork and personal resources on frontline bank employees’ work engagement and critical job outcomes

Karatepe

Ozturk²,

Taegoo

2019

IJBM

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Purpose The purpose of this paper is to propose a research model that investigates work engagement as a mediator of the effect of family support on proclivity to leave work early, in-role performance (IRP), service recovery performance (SRP) and extra-role performance (ERP). The research model also examines work engagement as a mediator of the impact of self-efficacy on the aforesaid outcomes. In addition to these relationships, the study assesses self-efficacy as an underlying mechanism linking family support to work engagement. Design/methodology/approach The authors employed a time-lagged design. Specifically, data were obtained from frontline bank employees (FBEs) in Russia in three waves, within one week time intervals. FBEs’ performance outcomes were rated by their managers. Findings As hypothesized, self-efficacy and family support foster FBEs’ work engagement, which in turn reduces proclivity to leave work early and activates IRP, SRP and ERP. In line with the study predictions, the findings highlight the impact of self-efficacy in the intermediate linkage between family support and work engagement. Practical implications Management should organize workshops where FBEs’ family members are invited to participate. In such workshops, they can understand the nature of frontline service jobs in the competitive banking environment and are expected to provide support to FBEs. This is significant because family support influences work engagement directly and indirectly through self-efficacy and affects the above-mentioned performance outcomes only via work engagement. Training programs should not only focus on the development of knowledge, skills and abilities for service delivery and complaint handling but also center on the costs arising from nonattendance behaviors/intentions. As a result, these programs should make FBEs minimize such intentions. Originality/value Work engagement is still a timely topic and there have been calls for the identification of factors influencing work engagement and its consequences among frontline employees. Therefore, our study uses family support and self-efficacy as the two crucial resources that can influence employees’ positive psychological states and their work performance. Further, using solid theoretical underpinnings such as conservation of resources, social information processing, and job demands-resources theories, our study is the first to link family support and self-efficacy to multiple performance outcomes and nonattendance intentions via work engagement among FBEs.

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An investigation of internal marketing and its effects on employees in the banking sector in Saudi Arabia

Cited by 12 publications

References 47 publications

Elucidating salespeople's market orientation, proactive service behavior and organizational culture in the B2B banking sector: a Malaysian perspective

Elucidating salespeople's market orientation, proactive service behavior and organizational culture in the B2B banking sector: a Malaysian perspective

The roles of employee job satisfaction and organizational commitment in the internal marketing-employee bank identification relationship

The effects of nonwork and personal resources on frontline bank employees’ work engagement and critical job outcomes

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