Conceptualizing Employee Flow in the Private Banking Industry

Abstract

This study aimed to conceptualize employee flow and identify and validate its influential components in the private banking industry. This applied-developmental study employed a sequential exploratory mixed-methods design. In the qualitative phase, interpretive phenomenology and Colaizzi’s analytical approach were used to analyze semi-structured interviews with 15 senior managers and experts from Saman, Tose’e Ta’avon, and Pasargad private banks, as well as university scholars specializing in human resource management and organizational behavior. Participants were selected through purposive and snowball sampling until theoretical saturation was achieved. In the quantitative phase, the model derived from the qualitative findings was operationalized through a researcher-developed questionnaire and tested among 196 branch managers, deputies, and senior consultants selected through proportionate stratified random sampling. Partial least squares structural equation modeling was used for quantitative analysis, while convergent and discriminant validity, Cronbach’s alpha, and composite reliability were assessed to evaluate the measurement model. Inferential results demonstrated that all structural paths to job involvement were positive and statistically significant. Motivation and commitment had the strongest effect (β=0.902, t=10.235), followed by team interaction and collaboration (β=0.842, t=8.741), managerial support and feedback (β=0.835, t=8.367), growth and learning opportunities (β=0.829, t=7.286), positive organizational culture and work environment (β=0.822, t=6.329), and work pressure and balance (β=0.817, t=5.967). All t-values exceeded the critical threshold of 1.96, confirming all hypothesized relationships. The endogenous construct of job involvement achieved an R² of 0.982, while Q² was 0.897 and the overall GOF index was 0.877, indicating very strong explanatory power, predictive relevance, and overall model fit. Employee flow in private banking is a multidimensional phenomenon shaped by the interaction of motivational, social, managerial, developmental, cultural, and work-balance factors. Strengthening employee motivation and commitment, promoting collaborative relationships, providing continuous managerial support and feedback, expanding learning opportunities, developing a supportive organizational culture, and effectively managing occupational pressure can substantially enhance employees’ deep involvement in their work. The validated model provides a practical framework for human resource managers in private banks to design organizational interventions aimed at improving employee flow, productivity, and organizational effectiveness.