Employee Digital Literacy and Customer Satisfaction in Commercial Banking: A Quantitative Study of Stanbic Bank, Mbarara, Uganda

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Background As commercial banks increasingly channel service delivery through digital platforms, employees’ own digital competence has emerged as a candidate strategic resource for customer satisfaction, yet its independent, branch-level effect remains underexamined relative to interpersonal and communication competencies. This study examined the effect of employee digital literacy on customer satisfaction at Stanbic Bank, Mbarara Branch, Uganda. Methods Anchored in the Resource-Based View (RBV) of the firm, the study adopted a quantitative, descriptive-correlational design. Data were collected from 199 respondents’ operational managers, frontline staff, field officers, and customers using a structured, pilot-tested questionnaire, and analyzed using descriptive statistics, Pearson correlation, and multiple linear regression in SPSS. The digital-literacy sub-scale demonstrated adequate content validity (CVI = 0.86) and acceptable internal consistency (Cronbach’s α = 0.842). Results Respondents rated employee digital literacy moderately favorably (M = 3.54, SD = 0.87) the lowest-rated employee competency among the three examined in the parent study. Digital literacy showed a weak but statistically significant positive correlation with customer satisfaction (r = .139, p = .050) and remained a statistically significant, though comparatively minor, independent predictor of customer satisfaction after accounting for communication and interpersonal skills (β = .114, t = 3.030, p = .003), leading to rejection of the null hypothesis. Employees’ willingness to learn new technologies and their proficiency in digital banking platforms emerged as relative strengths, while the accuracy and efficiency of digital transaction processing was the comparative weak point. Conclusions The study concludes that digital literacy is a statistically significant but currently under-leveraged determinant of customer satisfaction, and recommends structured digital-skills training, platform-specific certification, and closer alignment between technology investment and employee digital readiness. Implications for RBV theory, banking practice, and future research are discussed.

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