KPI driven banking sales: Challenges in enhancing job satisfaction from managers' perspective

This study delves into a significant area of research, exploring managers’ perceptions of employees regarding job satisfaction in a key performance indicator (KPI) banking sales environment. The research not only investigates the challenges managers face when seeking to enhance job satisfaction among the staff but also provides a critical review of the literature on job satisfaction and job dissatisfaction in a KPI banking sales environment. It aims to provide valuable insights and recommendations to managers in the banking industry to enhance managerial practice about job satisfaction. This study gives voice to the managers of the branches to tell their stories about their interactions with the staff from an interpretive perspective, analysing the data through the Social Exchange Theory (SET). It is focused on four components that influence job satisfaction: 1) managers’ exposure to dissatisfied and satisfied employees, 2) the managers’ role with people and processes, 3) the alignment of the bank’s strategy, goals, and business results, 4) practical implication for managers in the organisation. Findings revealed that managers use leadership styles and strategies to motivate dissatisfied staff in a culture of rewards and recognition within a KPI sales environment. Employee dissatisfaction is linked to disengaged employees because of work issues or other related problems. On the other hand, job satisfaction occurs among sales officers who are motivated to achieve good performance when their perception of the managers, colleagues, and organisation is positive. Their actions are triggered and repeated based on the value placed on the rewards and recognitions received within the bank’s culture. The methodology approach of this study is unique, adopting an interpretive, constructionist view with a mono-qualitative design to investigate cross-sectional time horizons using purposive samples and conducting semi-structured interviews. The sample consists of fourteen managers of the branches who are familiar with the KPI sales environment, and these interviews produced rich data for analysis. The data was analysed using thematic analysis with further analytic review through the lens of the SET. The actions of the managers concerning the sales officers are discussed through the lens of the success, stimulation, deprivation, satiation, value, and rationality propositions of SET. While there are some limitations to collecting data at a point in time, for a sole sample of managers, these can be addressed by future research. This research's originality lies in its unique approach to exploring job satisfaction in a KPI sales environment with its conceptual and management frameworks. Also, it complements and extends existing research on job satisfaction.