Strengthening graduate employee commitment through internal marketing in the South African retail banking industry

Abstract

A strong internal marketing strategy can be critical to achieving and sustaining a competitive advantage as well as driving organisational change and enhanced organisational performance. This study sought to determine the influence of internal marketing mix elements on the satisfaction levels of recently employed graduates (GradDPs) within the retail banking industry in South Africa. The study also identified links between the satisfaction of GradDPs and their affective commitment in this context. A census approach to generating data was applied in the study by using a person-administered and an electronic survey method. Regression analysis was used to test the relationships proposed in the study. The results indicated that internal marketing significantly influences GradDP employee satisfaction within retail banks in South Africa and that a positive relationship exists between GradDP employee satisfaction and their affective commitment. The study results allowed for recommendations that retail banks provide training and support programmes to assist managers in developing a more participative style of leading. Such programmes would assist leaders in consulting employees more often and ensuring that they have sufficient autonomy when executing their work. It would also help leaders to create a safer GradDP employee environment that fosters openness, risk-taking and idea generation.

Modeling Partners’ Behavior in Long-Lasting B2B Supply Chain Relationships

“…The quality of inter-organizational partnerships is conditioned by the ability of the parties to maintain a successful, stable collaboration over time [8,9]. The effective management of these inter-organizational collaborations will depend on the balance between the trust, commitment, and satisfaction of the partners [10][11][12]. In turn, the quality of an inter-organizational partnership has effects on variables related to the efficiency of any relational transaction [13,14].…”

Potential and Future Research Opportunities

“…Also occurs in the banking industry, which plays a significant role in contemporary society and focuses primarily on providing services to clients. Additionally, banking is a financial sector that promotes economic expansion to preserve the financial system's stability, which can benefit the community (Billings et al, 2021;Butzbach, 2016;Roberts-Lombard & Reynolds-De Bruin, 2018). Additionally, banking is crucial for distributing income and reducing poverty.…”

“…Organizational change results from employees, management, structure, or technology (Butzbach, 2016;Roberts-Lombard & Reynolds-De Bruin, 2018;van Gilst et al, 2020). Islam et al, (2021) explain that how an organization's management intends to pay attention to change significantly impacts the organization's ability to manage change sustainably.Cited Goswami, (2020); Jeong & Shin (2019); Kaur et al, (2021) ;Litvinov, (2020) Mergers and acquisitions, restructuring, the introduction of technology, downsizing, and other change interventions are examples.…”

“…Islam et al, (2021) explain that how an organization's management intends to pay attention to change significantly impacts the organization's ability to manage change sustainably.Cited Goswami, (2020); Jeong & Shin (2019); Kaur et al, (2021) ;Litvinov, (2020) Mergers and acquisitions, restructuring, the introduction of technology, downsizing, and other change interventions are examples. Organizational change affects the workforce and employment relationships in addition to using impersonal resources (Butzbach, 2016;Roberts-Lombard & Reynolds-De Bruin, 2018;Zulfiqar, 2017). Kaniadakis & Linturn, (2022) ;Litvinov, (2020) reveal in their research that while companies are generally quite adept at coordinating and planning the technical and structural parts of change, they struggle to lead and assist the human side of individual reorientation.…”

Does Internal Marketing Contribute to Customer Satisfaction?

“…According to Roberts-Lombard and Reynolds-De Bruin (2018), to encourage organizational change and improve their performances, the urgency of the internal marketing strategy is very calculated. Internal marketing itself (Luigi, 2013;Jumadi, 2016) consists of 3 indicators, which are Service training programmers, Performance incentives, Vision about excellent service.…”