• Journal of the Korea Academia-Industrial cooperation Society
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• v.17 no.2
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• pp.678-689
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• 2016

This study examined the effect of the internal marketing policies of financial institutions on the job satisfaction and customer orientation of employees. Many studies have examined internal marketing policies. On the other hand, these studies focused the employees in the service industries (e.g. travel agencies, airlines and hotel, etc.) With the drastic change in financial institutions in recent years, financial institutions are conscious of the importance of customer service and have increased their efforts to manage and train their employees (e.g. expansion of empowerment, education and training, management support, and compensation system). The authors conducted an empirical analysis based on the assumption that these internal policies are effective in increasing the job satisfaction of employees and further influence the customer orientation. The results showed that 'empowerment, management support and compensation system' of internal marketing policies have meaningful effects on job satisfaction, whereas the education and training does not. In addition, job satisfaction has a meaningful effect on the customer orientation and on a mediating effect between internal marketing policies and customer orientation. These results indicate that the internal marketing policies of financial institutions can help improve job satisfaction and customer orientation.

• Journal of Venture Innovation
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• v.7 no.3
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• pp.25-43
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• 2024

The rapid advancement of the 4th Industrial Revolution and the ongoing effects of COVID-19 significantly accelerated the adoption of smart work practices, especially in the financial sector. This study aimed to empirically investigate the impact of smart work on job satisfaction among employees in this industry. Specifically, the study examined the effects of time flexibility and workplace flexibility (as quantitative elements of smart work) and work autonomy (as a qualitative element) on job satisfaction. Additionally, the study explored the impact of technostress factors, including techno-overload, techno-invasion, and techno-complexity. Using data from 250 valid survey responses collected from financial sector employees, the study employed structural equation modeling (SEM) with AMOS to analyze the relationships. The findings revealed that time flexibility and work autonomy positively influenced job satisfaction, with work autonomy being the most significant predictor. Conversely, techno-overload and techno-invasion negatively affected job satisfaction. However, workplace flexibility and techno-complexity did not show a significant relationship with job satisfaction, possibly due to the already established norms in the financial sector, where remote work and high-level technology usage were standard practices. A critical aspect of the study was the examination of work-life balance as a mediating factor. The analysis confirmed that work-life balance mediated the relationship between work autonomy, techno-overload, techno-invasion, and job satisfaction. This suggested that maintaining a balance between work and personal life was crucial for enhancing job satisfaction in smart work environments, particularly in the financial sector. Effective management of technostress was essential to preserving this balance and improving overall employee satisfaction. These findings contributed to the academic understanding of how smart work practices and technostress impacted job satisfaction. They offered practical insights for financial sector organizations seeking to optimize smart work environments by emphasizing the importance of work-life balance and carefully managing technostress factors.

• Journal of Venture Innovation
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• v.6 no.3
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• pp.203-220
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• 2023

This study conducted an empirical analysis of the factors affecting the job commitment of employees within a financial sales organization, focusing particularly on agile leadership and organizational justice. Agile leadership was subdivided into four components: adaptability, collaboration promotion, proficiency, and an agile approach, whereas organizational justice was broken down into distributive justice, procedural justice, and interactional justice. Data were gathered through an online survey, and 245 valid responses were subjected to hierarchical regression analysis. The results revealed a significant positive effect of distributive justice, interactional justice, adaptability, promotion of collaboration, and an agile approach on job commitment among the employees of the financial sales organization. However, the influence of proficiency, a component of agile leadership, and procedural justice, a dimension of organizational justice, did not prove to be statistically significant. The order of influence among the significant variables was found to be: adaptability, interactional justice, promotion of collaboration, distributive justice, and an agile approach. These findings confirmed the impact of agile leadership in financial sales organizations, traditionally viewed as conservative, and suggested practical implications for the financial sector to adapt in anticipation of the Fourth Industrial Revolution.