| Summary: | 碩士 === 國立高雄應用科技大學 === 企業管理系碩士在職專班 === 102 ===
A procedure is amid intense market competitions, financial asset planning and management has become a global trend. In the past, financial management specialists might be tempted by high performance bonuses to make unreasonable investment suggestions. Hence, customer compliant over huge losses of investment occurred time to time, especially after the 2008 financial storm. In recent years, many financial institutions have managed to expand their business scale and increase their competitiveness by merging, forming a strategic alliance, and diversifying their services. Financial management specialists with professional knowledge and a marketing ability have therefore become a primary source of their core competitiveness. For financial institutions, how to use effective employee management mechanisms to improve employees’ job satisfaction and retain competent employees is a key issue. This study conducted a questionnaire survey to investigate the relations of internal marketing, group cohesiveness, reward system, and job satisfaction to job performance among employees of domestic banks. Managerial implications and suggestions on reward and incentive systems were discussed.
Empirical findings were as follows: (1) The model was developed with a good overall fit. In this model, there was no direct relation between internal marketing and job performance, but under the mediation of job satisfaction, internal marketing could lead to higher job performance. Group cohesiveness had a significant and positive effect on job performance under the mediation of job satisfaction. (2) The nested model analysis of the effects of the base pay system and the performance-based pay system showed that the moderating effect of the performance-based system on the relation between job satisfaction and job performance was not significant. The above findings suggested that creating a “specialized financial management team” in banks is good for internal marketing, and the reward system is more effective and motivating to employees only when employees have the perception that “their effort certainly results in higher performance”. Therefore, employees’ perception of incentives is a key factor of their job satisfaction, which in turn indirectly affects the job performance of the organization.
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