Machiavellianism and Chinese banking executives in Hong Kong

Critics often attack marketing as being manipulative, unethical, or “Machiavellian” in nature. Recently, branch marketing has been widely and agressively adopted by banks for growth and expansion purposes in Pacific‐rim countries. However, it is generally believed that the marketing orientation is counter to the conservative banking practices. Reports the findings of research on the Machiavellian orientation of 50 Chinese banking executives in Hong Kong and the relationships between Machiavellianism, job satisfaction and job success in the banking sector. Two instruments, the Mach IV Scale and the index of job satisfaction, were used to determine the Machiavellian orientation and the job satisfaction level of respondents. Observes significant differences between the branch managers in the banking sector and non‐banking managers with regard to Machiavellian orientation. Respondents with lower Machiavellian scores tended to attain higher job titles. However, there was no significant relationship between Machiavellianism and overall job satisfaction.