Employee commitment in retail banking: identifying and exploring hidden dangers

Through literature review and empirical research conducted with employees of a large retail bank, three different types of employee commitment (internalised commitment, identification commitment and compliance commitment) are defined and explored. It is argued that high levels of internalised commitment are essential for the successful implementation of the emerging relationship banking strategy. The research reveals the worrying finding that employees show unexpectedly low levels of internalised commitment, coupled with higher than expected levels of compliance commitment. Combined with respondents low intention to leave, the case bank seems to have many employees who, while reluctant to leave, seem at best unable, and at worst unwilling to embrace new change initiatives and who consequently show low levels of identification with the values of the organisation. Implications for internal marketing and relationship banking are discussed.