The objectives were to: study organization engagement of Kasikorn Bank employees; compare personal factors with organization engagement of Kasikorn Bank employees; and study job satisfaction of employees with relationship to organization engagement of Kasikorn Bank employees. The questionnaire and test were used for compiling data. The frequency percentage mean standard deviation one-way ANOVA and Pearson’s Pearsons correlation with statistical significance at the level of 0.01 to 0.05 were employed for data analysis. The findings indicated that the majority of respondents aged between 21 and 30 years; their working years ranged between 1 and 5 years; their marital status was married; their average monthly income was 40001 Baht or more; and their position was unit chief. The different ages and working years affected different organization engagement. Meanwhile different marital status average monthly income and position did not differently affect to organization engagement. In addition job satisfaction had intermediate correlation with organization engagement of Kasikorn Bank employees and was at the same direction.

The objectives of this research were (1) to study the influence of marketing mix which consisted of the dimensions of product or service price place and promotion on trust (2) the study the influence of marketing mix and trust on satisfaction (3) to study the influence of trust and satisfaction on loyalty of Siam Commercial Bank Public company Limited (4) to validate a causal relationship model of influence of marketing mix on trust satisfaction and customer loyalty of Siam Commercial Bank Public company Limited with empirical data. The variables in this investigation consisted of the following; marketing mix consist of the dimensions of product or service price place and promotion as the independent variables; trust and satisfaction as mediating variables; and customer loyalty as dependent variable. The researcher used quantitative methods which involved empirical research. The instrument of research was a questionnaire used to collect data form 421 customers of Siam Commercial Bank Public Company Limited Ratchadapisek (Thapra) Area office total 30 branches. The statistics in data analysis were frequency percentage mean standard deviation and structural equation model analysis. It was found the model was consistent with the empirical data. Goodness of fit measures were found to be Chi-square (x2) = 464.207; degree of freedom = 463; p-value = 0.479; Relative Chi-square (x2/ df) =1002; comparative fit index (CFI) = 1000 Standardized Root Mean Square Residual (SRMR) = 0.028; goodness of fit index (GFI) =0.942; adjusted goodness of fit index (AGFI) = 0.917; and Root Mean Square error of Approximation (RMSEA) = 0.002. It was also found that (1) marketing mix in the dimension of Product or service had a positive and direct influence on trust; (2) marketing mix in the dimension of price Had a positive and direct influence on trust; (3) marketing mix in the dimension of place had a positive and direct influence on trust; (4) marketing mix in the dimension of promotion had a positive and direct influence on trust; (5) marketing mix in the dimension of product or service had a positive and direct influence on satisfaction; (6) marketing mix in the dimension of price had a positive and direct influence on satisfaction; (7) marketing mix in the dimension of place had positive and direct influence on satisfaction; (8) marketing mix in the dimension of promotion had a positive and direct influence on satisfaction; (9) trust had positive and direct influence on satisfaction; (10) trust had a positive and direct influence on customer loyalty; and (11) satisfaction had a positive and direct influence customer loyalty. On the basis of these findings the researcher recommends that Branch of Siam Commercial Bank Public Company Limited more fully focus on marketing mix in the dimensions of product or service price place and promotion to deepen trust satisfaction and customer loyalty.

This study has two major proposes to study marketing mix via Smart Sales system factors on a customers decision behavior of buying life insurance via Siam Commercial Bank PCL. This methods research was quantitative research. The sample was selected 400 local people in Bangkok area from multistage random sampling by presented in the tables percentage average standard deviation to comparative analysis and use inferential statistics to examine hypothesis by regression analysis. The results of a short empirical survey of the local in Wisuthikasat area are presented. These show that Smart Sales system influence to life insurance buying at statistically significant at level 0.05 by this prediction equations; Buying Decision = 2.586 – 0.077 (Product) – 0.146 (Price) + 0.387 (Place or Distribution) + 0.109 (Promotion) – 0.213 (People or Employee) – 0.477 (Physical Evidence) + 0.051 (Process). The independent variable effecting Siam Commercial Bank insurance buying decision which significantly found at the level of 0.05 was the physical evidence factor. They were the bank symbol public relation brochure management officer uniforms customer acceptance of Siam Commercial bank in Wisuthikasat area branches stability respectively including the negative information of the bank branches.

The objectives of this research were (1) To study the influence of supervisor’s transformational leadership and organizational justice on job satisfaction of employees of BAAC head office; (2) To study the influence of supervisor’s transformational leadership organizational justice and job satisfaction on organizational commitment of employees of BAAC head office. (3) To validate the causal relationship model of supervisor’s transformational leadership and organizational justice on job satisfaction and the organizational commitment of employees of BAAC head office with empirical data. The variables in this investigation consisted of the following: supervisor’s transformational leadership and organizational justice consist as the independent variables; job satisfaction as mediating variable; and organizational commitment as dependent variable. The researcher used quantitative methods which involved empirical research. The instrument of research was a questionnaire used to collect data from 399 employees from BAAC head office. The statistics used in data analysis were frequency mean percentage and structural equation model analysis. It was found that the model was consistent with the empirical data. Goodness of fit measures were found to be Chi-square (2) = 122.230; Degree of freedom = 150; p-value = 0.952; Relative Chi-square (2/df) = 0.815; Goodness of Fit Index (GFI) = 0.980; Adjusted Goodness of Fit Index (AGFI) = 0.938; Comparative Fit Index (CFI) = 1.000; Standardized Root Mean Square Residual (SRMR) = 0.020 and Root Mean Square Error of Approximation (RMSEA) = 0.000. It was also found that: 1. Supervisor’s transformational leadership had positive and direct influence on employee’s job satisfaction. 2. Supervisor’s transformational leadership had positive and direct influence on organizational commitment. 3. Organizational justice in the dimension of distributive justice had positive and direct influence on job satisfaction. 4. Organizational justice in the dimension procedural justice had positive and direct influence on job satisfaction. 5. Organizational justice in the dimension of distributive justice had positive and direct influence on organizational commitment. 6. Job satisfaction had positive and direct influence on organizational commitment. Based on these findings the researcher recommends that BAAC head office more fully focus on supervisor’s transformational leadership organizational justice in the dimensions of distributive justice and procedural justice to deepen the job satisfaction and organizational commitment.

The objective of this research were (1) To study the Influence of supervisor’s transformation leadership on job satisfaction; (2) To study the Influence of supervisor’s transformation leadership and job satisfaction on organizational commitment; (3) To study The Influence of transformation leadership job satisfaction and organizational commitment on employee’s job performance (4) To validate a causal relationship model of influence of supervisor’s transformation leadership on job satisfaction organizational commitment and employee’s job performance of Tisco Bank Public Company Limited. The variables in this investigation consisted of the following; supervisor’s transformation leadership as the independent variable; and job satisfaction on organizational commitment as mediating variables and employee’s job performance as dependent variable. The researcher used quantitative methods which involved empirical research. The instrument of research was a questionnaire used to collect data form 345 personnel of Tisco Bank Public Company Limited. The statistics used in data analysis were frequency mean percentage and structural equation model analysis. It was found that the model was consistent with the empirical data. Goodnessof fit measures were found to be Chi-square (2) = 198.935; Degree of freedom = 169; p–value = 0.057; Relative Chi-square (2/ df) = 1.177; Goodness of Fit Index (GFI) = 0.950; Adjusted Goodness of Fit Index ( AGFI) = 0.925; Comparative Fit Index (CFI) = 0.997; Standardized Root Mean Square Residual (SRMR) = 0.039; and root Mean Square Error of Approximation (RMSEA) = 0.023. It was also found that (1) supervisor’s transformation leadership had a positive direct effect on job satisfaction; (2) supervisor’s transformation leadership had a positive direct effect on organizational commitment; (3) job satisfaction had a positive direct effect on organizational commitment; (4) organizational commitment had a positive direct effect on employee’s job performance; and (5) supervisor’s transformation leadership had a positive direct effect on employee’s job performance. On the basis these findings the researcher recommends that Tisco Bank Public Company Limited more fully focus on transformation leadership to deepen job satisfaction and organizational commitment and employee’s job performance.