Abstract
Purpose
The purpose of this paper is to identify how internal marketing can be used to increase the satisfaction and retention of Generation Z employees within the global banking sector, and the changes which organizations must make to their internal marketing strategies to achieve these outcomes.
Design/methodology/approach
The paper adopts a qualitative, cross-sectional and descriptive research methodology. Data are collected through individual and focus group interviews of 38 Generation Z banking employees and of 28 older colleagues engaged in internal marketing. Thematic coding is undertaken using template analysis.
Findings
The results indicate clearly that Generation Z employees have different expectations of internal marketing from previous generations. Specifically, they demand more inclusive tones and interactive methods of communication, validation of their choice of employer and industry, and greater levels of interaction and inclusivity within internal marketing initiatives.
Originality/value
This is the first study to analyse how internal marketing in the banking sector must evolve to meet the needs of its Generation Z employees. This is critical as Generation Z is the world’s largest generational population, will staff almost all entry-level roles by 2030, and already has half its population in the workplace.
The purpose of this paper is to identify how internal marketing can be used to increase the satisfaction and retention of Generation Z employees within the global banking sector, and the changes which organizations must make to their internal marketing strategies to achieve these outcomes.
Design/methodology/approach
The paper adopts a qualitative, cross-sectional and descriptive research methodology. Data are collected through individual and focus group interviews of 38 Generation Z banking employees and of 28 older colleagues engaged in internal marketing. Thematic coding is undertaken using template analysis.
Findings
The results indicate clearly that Generation Z employees have different expectations of internal marketing from previous generations. Specifically, they demand more inclusive tones and interactive methods of communication, validation of their choice of employer and industry, and greater levels of interaction and inclusivity within internal marketing initiatives.
Originality/value
This is the first study to analyse how internal marketing in the banking sector must evolve to meet the needs of its Generation Z employees. This is critical as Generation Z is the world’s largest generational population, will staff almost all entry-level roles by 2030, and already has half its population in the workplace.
| Original language | English |
|---|---|
| Journal | International Journal of Bank Marketing |
| Early online date | 3 Feb 2025 |
| DOIs | |
| Publication status | E-pub ahead of print - 3 Feb 2025 |
Keywords
- Generation Z
- banking sector
- internal marketing
- employee retention
- employee satisfaction
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