The Integrity Factor for Managing the Marketing Executives in Nigerian Banks

Abstract

The study was undertaken to determine the critical role which integrity plays for managing the marketing executives in Nigerian banks. The study was guided by the trait model and the behavior model, which sought to determine what effective leaders are like as people and what they do that makes them so effective. A Sample of 303 marketing executives in selected banks in Nigeria was determined using the finite multiplier. The box’s test of equality of covariance matrices result gives an F- value of 9.710 (P<0.05), indicating that the observed covariance matrices of the dependent variables are equal across groups. Also the F-values of 62.631 (P<0.05) for the Levene’s test of equality of error variance shows that the error of variance of the dependent variable is equal across groups, indicating a similarity in results. The tests of between –subjects effects presents high F-values for the corrected model, intercept and questions. With P-values <0.05, the result generated are not due to chance, thus are correct and significant. Also with r-square values of at least 0.871, a very strong relationship is established between the questions. Having adjusted r-square values that are at least 0.797, it is determined that at least 79.7% of change is caused by the independent variable. Based on this, the null hypothesis is rejected. Hence, the questionable integrity of managers is a serious hindrance to optimum performance of marketing executives in Nigerian banks. This is reflected in the model of managerial performance which states that: Pm=f (M x A x I). Therefore, in planning and programming for a higher level of integrity in Nigerian banks, efforts should be directed at the determinants of integrity model stated thus Im = f (M ­+ Vm + Vs). Organizational pursuit of integrity satisfies a basic human need for trust in relationships and breeds higher employee and customer loyalty, which leads to improved performance and profitability. A bank can measure its “integrity quotient” by delineating all promises or agreements and measuring the degree to which they are kept with customers, employees, and suppliers. Steps should be taken to assure products and services fulfill their promises. Regular audit product and service performance relative to promises made in marketing should be used to focus improvement efforts to achieve closer alignment. Management should uphold and advance the integrity, honor and dignity of the marketing profession in Nigerian banks by being honest in serving customers, employees and suppliers. Managers must serve as ethical role model for the marketing executives in the bank. They must not only verbally endorse integrity; they must practice it, because marketing executives may not take any code or ethics seriously if they see their immediate managers and other executives lacking integrity.

Keywords:Integrity Factor; Marketing Executives, Nigerian Banks, Integrity-Based Ethics Programs, The Trait model, The Behavior Model, Expectancy Theory.