IMPACT OF INTERNAL MARKETING FACTORS WORK CULTURE, ENVIRONMENT, AND ETHICS ON EMPLOYEE JOB SATISFACTION IN RETAIL BANKING

Abstract

All of a company's workers are its internal clientele in the marketing department, and they're the ones who have to work to make the company succeed. Hence, if the goals of the company are based on external marketing, then people's roles in the company help achieve those goals by interacting with workers, who are all in some way connected to the end user. The internal marketing policies and programs incorporate a variety of planned and targeted employee activities, including but not limited to: development, training, reward, communication, clarity of responsibilities, and employee-employee interactions. According to Islamic banks in Jordan's internal marketing strategy, every single employee is an internal customer who has an obligation to help the bank succeed. Many aspects of an organization's operations are within the purview of internal marketing, including staff dedication, internal communication, incentive programs, management, instruction, and criticism. All of these things are very important because they determine how workers feel about their workplace and how satisfied they are with their jobs overall. Internal marketing strategies that work in retail banking may alleviate stress, boost motivation, and cultivate a feeling of belonging among staff despite the high workloads, performance expectations, and continual client contact. Employees are more likely to have a favorable attitude about work and provide excellent service when they feel encouraged, informed, and appropriately compensated. Productivity, service quality, customer happiness, and staff retention are all organizational outcomes that are positively correlated with employee job satisfaction. People are more likely to go above and above the call of duty when they are happy in their jobs. Satisfaction among bank employees has a direct impact on client experiences and the bank's reputation, which is especially important in the service-based banking industry. Therefore, it is of utmost importance for bank management and lawmakers to comprehend what elements lead to contentment in the workplace. Few empirical studies have looked at how internal marketing affects retail bank employees' happiness on the job, even though this is especially true in developing nations where the practice is gaining traction. According to the research, good internal communication and efficient compensation systems are the main drivers of employee work satisfaction. Therefore, businesses that want happier and more productive workers should concentrate on these areas while keeping their HR policies and procedures open and welcoming to all employees.