A multilevel investigation of relationships among brand‐centered HRM, brand psychological ownership, brand citizenship behaviors, and customer satisfaction

Abstract

PurposeThis paper aims to investigate the process of internal brand management that makes employees identify with the corporate brand and produce positive attitudes and behaviors, thus contributing to customer satisfaction. Three constructs, brand‐centered HRM, brand psychological ownership, and brand citizenship behaviors, are utilized to examine the process of internal brand management. The first construct, brand‐centered human resource management (HRM), represents managerial practices that improve brand cognitions and brand attitude of employees. The second construct, brand psychological ownership, explains the psychological experiences that make employees feel brand ownership and then express altruistic spirit of the brand. The third construct, brand citizenship behaviors, shows that employees live the brand.Design/methodology/approachThis multilevel research of collecting data from 453 employees, 172 supervisors, and 933 customers from 26 hotels demonstrates the results of different levels. Hierarchical linear modeling is utilized to investigate the relationships among these constructs.FindingsResults at the individual level show that brand psychological ownership of employees has positive effects on brand citizenship behaviors, and all factors of these two constructs are also correlated positively. Results at the cross level demonstrate that brand‐centered HRM has positive effects on brand psychological ownership and brand citizenship behaviors. Organizational‐level brand citizenship behaviors positively affect customer satisfaction. Furthermore, brand psychological ownership partially mediates the relationship between brand‐centered HRM and brand citizenship behaviors.Practical implicationsAn organization can adopt brand‐centered HR practices to make employees produce brand psychological ownership and brand citizenship behaviors, thus contributing to customer satisfaction. HR managers can strengthen employees' brand citizenship behaviors by fostering their brand psychological ownership feelings.Originality/valueThis paper explores the conception, measurement, and explanatory power of the new research construct (i.e. brand psychological ownership) on the effectiveness of internal brand management.

Internal market orientation determinants of employee brand enactment

“…Following on from equity theory (Adams, 1963), the value surplus delivered to employees through IMO adoption facilitates the internalization of organizational values and increases the chance that employees reciprocate with some form of brand-supporting behavior (Boukis and Gounaris, 2014). Strengthening employees' perceptions of the input provided by the organization is likely to increase reciprocity, generating higher propensity for extra-role behaviors, such as assuming responsibilities and solving problems, that further enhance customers' experiences vis-à-vis the firm's original brand promise (Chang et al, 2012). For example, IMO adoption enhances internal stakeholders' perceptions of brand reality by establishing a service climate that is more customer-focused (Papasolomou and Vrontis, 2006) which facilitates employees' engagement in discretionary behavior (Walumbwa, Hartnell and Oke, 2010).…”

Internal brand management: introduction to the special issue and directions for future research

“…Regarding employee-related IBM outcomes, recent research highlights the affective dimensions of commitment (King 2010;King and Grace 2010;Punjaisri and Wilson 2011) and identification (Piehler et al 2016) and multidimensional perspectives for brand understanding/knowledge (Xiong et al 2013;Piehler et al 2016) and brand-related behaviour (Burmann and Zeplin 2005;Burmann et al 2009;Shaari et al 2011;Chang et al 2012;Porricelli et al 2014;Nyadzayo et al 2015Nyadzayo et al , 2016Piehler et al 2015Piehler et al , 2016. Future research should continue to develop the dimensionality of these IBM outcomes and deliver further empirical validation (Burmann et al 2009;Terglav et al 2016).…”

“…service-based vs non-service-based, B2B vs B2C), and countries, i.e. investigating country-and culture-specific effects (Burmann et al 2009;Chang et al 2012;Hughes 2013;King andGrace 2009, 2010;Nyadzayo et al 2016;Piehler et al 2016;Punjaisri et al 2008Punjaisri et al , 2009Sirianni et al 2013;Terglav et al 2016). Covering multiple organizations, industries and countries might help to uncover general relationships and organization-, industry-or country/culture-specific relationships.…”

The Role of Human Resource Management Practices in Enhancing Internal Branding

“…Burmann and Zeplin (2005) went further by emphasizing the person-brand fit, that is, a strong congruence between personal values and brand values. Here, the selection tools used should be able to differentiate and discriminate candidates who are likely to embrace and live the brand value and subsequent brand-building behavior (Chiang, Chan, & Han, 2012). Personality tests coupled with situational/behavioral interviews and other selection tools should be used in combination for the said purpose.…”

“…Therefore, a system where they can give their constructive feedback about the brand or they can air their grievances about the brand should be instituted. When employees are allowed to give their input about the internal branding initiatives, they are likely to feel that they psychologically own the brand and, hence, will protect the brand by demonstrating the appropriate brand behaviors (Chiang et al, 2012). …”