Civility Practices in Workplace and Marketing Outcomes in Financial Institutions: A Case of I&M Bank Rwanda Ltd

Authors

  • Sebasoni Rosette School of Business and Economics, Business Administration (MBA), Kigali, Rwanda
  • Mercylin Kamande Marketing Mount Kenya University, Kigali, Rwanda

DOI:

https://doi.org/10.53555/nnbma.v7i10.1063

Keywords:

Civility practices, Workplace, Marketing outcomes, Financial Institutions, I&M Bank

Abstract

Civility practices in the workplace are very crucial if the organization wants to increase its marketing outcomes mainly in financial institutions. In this regard, the researcher sought to conduct research in regard to the impact of civility practices in the workplace on the marketing outcomes with a case of I & M Bank Ltd in Nyarugenge District. Three specific objectives have guided this study; namely to assess the nature of civility practices in the marketing department of I & M Bank Rwanda Ltd, to evaluate the performance of the marketing team in I & M Bank Rwanda Ltd in relation to civility; and assess the relationship between civility practices at workplace and marketing outcomes at I & M Bank Rwanda Ltd. The research was guided by confusion theory, marketing theory and neoclassical theory. The target population of this study is 126 employees. This study used descriptive research design with 126 respondents through use of census as the method of sampling. The interview guide, questionnaire and observational method were used during data collection. To test the validity and reliability of research tools, a pilot study of 14 respondents was done before actual period of data collection and it proved validity of 0.86 which is above 0.7 of content validity index; data analysis was done with the help of SPSS Version 21 while coding, editing and cleaning the data collected from the field by use of primary and secondary data sources. The results have demonstrated a remarkable positive and significant relationship between working relationship and moral interaction (r=0.899 and sig=0.00), between working relationship and mutual respect (r=0.943 and sig=0.00), between moral interaction and mutual respect (r=0.907 and sig=0.00), between customer retention and sales revenue (r=0.927 and sig=0.00), between customer retention and market share (r=0.901 and sig=0.00), between sales revenue and market share (r=0.914 and sig=0.00), between customer relation and working relationships (r=0.888 and sig=0.00), between sales revenue and working relations (r=0.911 and sig=0.00), between market share and working relationship (p=0.891 and sig=0.00), between moral interaction and market share (r=0.853 and sig=0.00) because all calculated p-values have a degree of significance which less than 0.01. Therefore, it implies that significant and positive relationship occurred between civility practices and the marketing outcomes in I & M Bank Rwanda Ltd. Based on the above findings, the researcher encouraged I & M Bank employees to always handle customers with kindness, courteous, respect and civil behavior to ensure the coexistence of civility and marketing outcomes that can only be enhanced by customer care provided to clients of I&M Bank Rwanda Ltd

References

Bies, R. J. (2011). Interactional (in)justice: The scared and the profane. In J. Greenberg & R. Cropanzano (Eds.), Advances in organizational justice (pp. 89-118). Stanford, CA: Stanford University Press.

Bies, R. J., Tripp, T. M., & Kramer, R. M. (2007). At the breaking point: Cognitive and social dynamics of revenge in organizations. In R. A. Giacalone & J. Greenberg (Eds.), antisocial behavior in organizations. Thousand Oaks, CA: Sage.

Campbell, J. P. (2010). Modeling the performance prediction problem in industrial and organizational psychology. In M. Dunnette (Ed.), Handbook of industrial and organizational psychology (pp. 678-732). Palo Alto, CA: Consulting Psychologists Press.

Cortina, L M., Kabat, F. D., Leskinen, E. & Huerta, M. (2001). Selective incivility as modern discrimination in organizations: Evidence impact. Journal of Management, 62(1), 15-34.

Cortina, L. M. (2008). Unseen injustice: Incivility as modern discrimination in organizations. Journal of Academy of Management, 33, 55-75. doi.org/10.5465/amr.2008.27745097

Cortina, L. M., Magley, V. J., Williams, J. H., & Langhout, R. D. (2011). Incivility in the workplace. Journal of Occupational Health Psychology, 6, 64-80.

Cortina, L.M., Magley, V.J., Williams, J.H., & Langhout, R.D. (2010). From Insult to Injury: Explaining the Impact of Incivility. Journal of Occupational Health Psychology, 6 (2), 64-80.

Fiske, A. P. (2010). Complementarity theory: Why human social capacities evolved to require cultural complements. Personality and Social Psychology Review, 4 (3), 76-94.

Hodson, R. (2011). Dignity at work. Cambridge, MA: Cambridge University Press.

Leiter, M. & Maslach, H. (2009). The Impact of Civility Interventions on Employee Social Behavior, Distress, and Attitudes. Journal of Applied Psychology, 96(6), 1258-74

Lim, S., & Cortina, L. M. (2005). Interpersonal mistreatment in the workplace: The interface and impact of general incivility and sexual harassment. Journal of Applied Psychology, 90, 483-499.

Merriam, S. B. (2011). Qualitative research and case study applications in education. San Francisco: Jossey-Bass.

Meyer, G. (2010). The influence of pro-social motivation and civility on work engagement: The mediating role of thriving at work. DOI: 10.1080/23311975.2018.1493712

Olubunmi, O., Hanson, P., O’Connor, N., & Dunn, D. (2013). Relationship of workplace incivility, stress, and burnout on nurses’ turnover intentions and psychological empowerment. the Journal of Nursing Administration, 43(10), 536-542. https://doi.org/10.1097/NNA.0b013e3182a3e8c9

Osatuke, K., Leiter, M., Linda W. B, & Dyrenforth, S., Ramsel, D. (2013). Civility, Respect and Engagement at the Workplace (CREW): A National Organization Development Program at the Department of Veterans Affairs. Journal of Management Policies and Practices, 1(2), 25-35.

Pearson, C. M., & Porath, C. L. (2005). The nature of consequences, and remedies of workplace incivility: No time for “nice”? Think again. Academy of Management Executive, 19, 7-25.

Pearson, C. M., Andersson, L. M., & Porath, C. L. (2010). Assessing and attacking workplace incivility. Organizational Dynamics, 29, 123-137.

Porath, C. L., & Pearson, C. M. (2013). The price of incivility: Lack of respect hurts morale and the bottom line. Harvard Business Review, 91, 115–121

Schein, E. H. (2012). Organizational culture and leadership (Rev. ed.). San Francisco: Jossey-Bass.

Semmer, T & Schallberger, H. (2006). The impact of civility interventions on employee social behavior, distress, and attitudes. Journal of Applied Psychology, 1(3), 15-32.

Tepper, B. J. (2010). Consequences of abusive supervision. Academy of Management Journal, 43, 178-191.

Torkelson, E. Kristoffer, H., Bäckström, M. & Schad, E. (2016). Factors contributing to the perpetration of workplace incivility: The importance of organizational aspects and experiencing incivility from others. International Journal of Work, Health & Organizations, 30 (2), 115-131, DOI: 10.1080/02678373.2016.1175524.

Yamada, D. C. (2010). The phenomenon of workplace bullying and the need for status-blind hostile work environment protection. Georgetown Law Journal, 88, 475-537.

Downloads

Published

31-10-2021

How to Cite

Rosette, S., & Kamande, M. . (2021). Civility Practices in Workplace and Marketing Outcomes in Financial Institutions: A Case of I&M Bank Rwanda Ltd. Journal of Advance Research in Business, Management and Accounting (ISSN: 2456-3544), 7(10), 20-29. https://doi.org/10.53555/nnbma.v7i10.1063

Similar Articles

1-10 of 104

You may also start an advanced similarity search for this article.