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Service employee clusters in banking: Exploring Ind's typology considering behaviour, commitment and attitude about leadership

Elaine Wallace (Marketing, National University of Ireland, Galway, Republic of Ireland)
Leslie de Chernatony (Università della Svizzera italiana, Lugano, Switzerland Aston Business School, Birmingham, UK)
Isabel Buil (Department of Marketing, University of Zaragoza, Zaragoza, Spain)

European Journal of Marketing

ISSN: 0309-0566

Article publication date: 11 November 2013




Ind suggests front line employees can be segmented according to their level of brand-supporting performance. His employee typology has not been empirically tested. The paper aims to explore front line employee performance in retail banking, and profile employee types.


Attitudinal and demographic data from a sample of 404 front line service employees in a leading Irish bank informs a typology of service employees.


Champions, Outsiders and Disruptors exist within retail banking. The authors provide an employee profile for each employee type. They found Champions amongst males, and older employees. The highest proportion of female employees surveyed were Outsiders. Disruptors were more likely to complain, and rated their performance lower than any other employee type. Contrary to extant literature, Disruptors were more likely to hold a permanent contract than other employee types.


The authors augment the literature by providing insights about the profile of three employee types: Brand Champions, Outsiders and Disruptors. Moreover, the authors postulate the influence of leadership and commitment on each employee type. The cluster profiles raise important questions for hiring, training and rewarding front line banking employees. The authors also provide guidelines for managers to encourage Champions, and curtail Disruptors.



Wallace, E., de Chernatony, L. and Buil, I. (2013), "Service employee clusters in banking: Exploring Ind's typology considering behaviour, commitment and attitude about leadership", European Journal of Marketing, Vol. 47 No. 11/12, pp. 1781-1803.



Emerald Group Publishing Limited

Copyright © 2013, Emerald Group Publishing Limited

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