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

Abstract

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.

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

“…A significantly positive relationship between employee satisfaction and affective commitment proves to exist, indicating that H8 can be accepted. Bailey, Albassami and Al-Meshal (2016) concur with the finding stating that a well developed and managed internal marketing strategy has a positive influence on the attitudes of employees, resulting in increased job satisfaction and employee commitment. From Figure 2 it becomes evident that GradDP employee satisfaction is influenced by internal marketing through internal product, collaborative culture, organisational structure, internal people and internal process.…”

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“…Alrubaiee et al (2015) discovered that auditors' core competence presented positive correlations with organizational performance. Bailey, Albassami, & Al-Meshal (2016) found out the signifi cant eff ect of professional competence on organizational performance of emergency nursing staff . Alshurideh, Alhadeed, & Barween (2015) also pointed out the notable correlation between professional competence and organizational performance.…”

Antecedents of Employee Loyalty in Educational Setting: An Empirical Study

“…Internal marketing should be a priority before external marketing (Kotler, 2000). Internal marketing view that employee is an organization's primary target for marketing efforts with a fact that employees having an interaction with organization's external publics (Bailey et al, 2016). External customer satisfaction can not be attained without the contribution of the customer -contact employees who provide the service (Rajyalakshmi & Kameswari, 2009).…”

“…Some factors that influence the job satisfaction, such as internal marketing (Bailey, Albassami, & Al-Meshal, 2016;Dahl & Peltier, 2014), supervisor support (Charoensukmongkol, Moqbel, & Wirsching, 2016), rewards (Mustapha, 2013;Sejjaaka & Kaawaase, 2014;Westover & Taylor, 2010), work values (Ravari, Hejazi, Ebadi, Mirzaei, & Oshvandi, 2012;Yahyagil, 2015) and others. This research emphasis on internal marketing and work values, which represent internal and external side of employee in explaining job satisfaction.…”