Research on the relationships among Internal marketing, organizational commitment and organizational citizenship behavior - A Case Study of Bank in Taipei area employees

• Main Authors: Szu-Ning Wu, 吳偲寧
• Other Authors: I-Jan Yeh
• Format: Others
• Language: zh-TW
• Published: 2011
• Online Access: http://ndltd.ncl.edu.tw/handle/17979094006369518015

碩士 === 世新大學 === 企業管理研究所(含碩專班) === 99 === Banking is one of the financial services, and its line staff as both a bridge and media between banks and customers. Most banking services are delivered to the customers via the bank's employees, so the line workers need to perform certain extra-role behavior to meet the organization's objectives. This is the reason why organizational citizenship behavior is becoming an importance issue of banking nowadays. The purpose of this study is to investigate the influences of internal marketing and employee organizational commitment on organizational citizenship behavior of one bank’s employees in the greater Taipei area. This study also examine whether the differences in gender, age, and years of service of the bank employees perceived differently in internal marketing, organizational commitment and organizational citizenship behavioral. The empirical results are as follows: (1)Internal marketing has a significant and positive effect on organizational commitment; (2) Internal marketing has a significant and positive effect on organizational citizenship behaviors; (3) Organizational commitment has a significant positive effect on organizational citizenship behaviors; (4) Differences in years of service and ages of the bank employees have a significant positive impact on internal marketing. Drawing from the major findings, this study suggests the followings: (1) Banks should implement internal marketing system to promote the quality of interrelationship among different levels of employees, and to enhance organizational citizenship behavior. (2) Banks should increase employee’s organizational commitment since it serves as a prerequisite to reduce organizational turnover rate. If managers can improve the organization's commitment of the line workers, the organization can retain the talents needed for longer times because employees are willing to stay longer. (3) Banks should recruit staffs who possess values congruent with those core values cherished by the organization.