مقاله انگلیسی رایگان در مورد تأثیر بازاریابی داخلی بر رضایت شغلی در بخش بانکداری – امرالد 2019

1- Introduction

2- Theoretical framework

3- Methods

4- Data analysis and discussion of results

5- Conclusions

References

Abstract

Purpose – The purpose of this paper is to verify the relationship of job satisfaction in the banking sector with its antecedent constructs ( financial rewards and psychological rewards) and the mediating role of internal marketing in this relationship and to verify the relationship between job satisfaction in the banking sector and its consequent constructs (work engagement and the intention to leave) and the moderating effect of internal marketing on this relationship.
Design/methodology/approach – The paper adopts a quantitative, descriptive, cross-sectional research methodology. Data are collected through an online questionnaire, which involves 355 bank employees.Partial least squares–structural equation modeling is used to verify the predicted relationships.
Findings – The results show that internal marketing tends to mediate the relationship between financial rewards and job satisfaction and the relationship between psychological rewards and job satisfaction. Internal marketing presents a moderating effect on the relationship between job satisfaction and work engagement, but internal marketing does not moderate the relationship between job satisfaction and the intention to leave the bank.
Originality/value – This study expands the understanding of the scope of internal marketing by exploring its mediating and moderating effects on the interactions among the behaviors of banking sector employees.

Introduction

In very competitive markets, producing value for the consumer, be it internal or external, can be as complex as it is essential for the longevity of organizations. In the banking sector, there is a demand to understand and manage the relationship and interaction with employees (Narteh, 2012; Du Preez and Bendixen, 2015; Bailey et al., 2016) to provide a favorable environment for the development of behaviors that contribute to the delivery of high-quality services to the final client and to the objectives of the organization (Caruana and Calleya, 1998; Ahmed et al., 2003; Awwad and Agti, 2011; Narteh and Odoom, 2015). In this context, internal marketing plays a relevant role in an organization’s ability to manage its relationships with its employees (Naudé et al., 2003) from a market orientation perspective (Narver and Slater, 1990; Awwad and Agti, 2011). In the internal marketing view, an organization’s employees are its first customers and have the ability to create, relate and even influence the perception of external customers (Berry, 1981; Caruana and Calleya, 1998; Bailey et al., 2016). Thus, internal marketing allows researchers to look at two potential sources of competitive advantage, employees, who are one of the few resources that cannot be copied by competitors, especially in the banking sector, where financial services are almost homogeneous (Papasolomou and Vrontis, 2006; Introduction In very competitive markets, producing value for the consumer, be it internal or external, can be as complex as it is essential for the longevity of organizations. In the banking sector, there is a demand to understand and manage the relationship and interaction with employees (Narteh, 2012; Du Preez and Bendixen, 2015; Bailey et al., 2016) to provide a favorable environment for the development of behaviors that contribute to the delivery of high-quality services to the final client and to the objectives of the organization (Caruana and Calleya, 1998; Ahmed et al., 2003; Awwad and Agti, 2011; Narteh and Odoom, 2015). In this context, internal marketing plays a relevant role in an organization’s ability to manage its relationships with its employees (Naudé et al., 2003) from a market orientation perspective (Narver and Slater, 1990; Awwad and Agti, 2011). In the internal marketing view, an organization’s employees are its first customers and have the ability to create, relate and even influence the perception of external customers (Berry, 1981; Caruana and Calleya, 1998; Bailey et al., 2016).