The Impact of Internal Branding on Employee Engagement and Outcome Variables in the Hotel Industry

Lee, Yong-ki; Kim, Sally; Kim, Sun Yong

doi:10.1080/10941665.2013.863790

Cited by 80 publications

(138 citation statements)

References 65 publications

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“…The result of this research found that there was a positive relationship between employer branding and employee engagement in the furniture retail industry in Klang Valley. This finding supported the view of researchers in other industries like Ahmad and Daud (2016) and Lee, Kim and Kim, (2014). This study is also in line with Piyachat et al (2015) test on the relationships among employer branding, employee engagement in Thai petroleum industry.…”

Section: Conclusion and Discussionsupporting

confidence: 91%

Employer branding and employee engagement of furniture retailer in Klang Valley

Hashim

Nor

2018

SHS Web Conf.

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The paper discussed on the relationship between employer branding and employee engagement among employees in selected furniture retailers in Malaysia. This study also looks into the state of employees’ engagement and gender differences in their engagement towards their organization. Furniture retailing falls under the retail trade industry that contributed about RM35.7 billion to Malaysia GDP in 2017 with expected growth of 8.7 percent. However, the industry suffers an average yearly employee turnover rate of 13 percent. Amid this high turnover, the raising question is can popularity of employers’ branding can result in employee engagement leading to their retention in the organisation. 350 respondents were chosen randomly and 120 (30%) respondents had given feedback on the personally administered questionnaires. The result revealed that there is significant relationship between employer branding and employee engagement. The study also indicated that work challenging is the most important variable which led to drive the employee engagement. Consequently, there is significant difference between male and female in terms of engagement. Organisation, hence may consider leveraging employee engagement which may lead to retaining their employees. Future research may consider researchers to pursue a longitudinal method of research design across a variety of firm-sizes and industries that would be more significant in making generalizations.

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Section: Conclusion and Discussionsupporting

confidence: 91%

Employer branding and employee engagement of furniture retailer in Klang Valley

Hashim

Nor

2018

SHS Web Conf.

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“…Cascio et al (2010) also suggested that organizations should employ internal marketing to convince employees that top management is committed to enhancing employee satisfaction, empowerment, and service quality. In the social-exchange theory, Cropanzano and Mitchell (2005), Lee et al (2013), and Paille and Boiral (2013) reported that employees who recognize top management commitment to employees' needs may reciprocate to have better work attitude as expected by top management. In this study, MCIM was characterized by using the actions of managers perceived by internal customers i.e., employees of an organization.…”

Section: Mcim and Ewamentioning

confidence: 95%

Effect of management commitment to internal marketing on employee work attitude

Martin

2015

International Journal of Hospitality Management

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“…In order to test the mediating roles of leader trust, organizational identification, and job performance between authentic leadership and employee loyalty, the Sobel test was conducted (Baron & Kenny, 1986;Lee et al, 2014;Preacher & Leonardelli, 2010-2012://quantpsy.org/sobel/sobel.htm). As shown in Table 5, authentic leadership has a significantly indirect effect on organizational identification through leader trust (coefficient = 0.577, p < 0.01).…”

Section: E Mediation Testmentioning

confidence: 99%

“…Employees rated their performance. Employee loyalty was measured using 3 items and adopted from the work of Lee, Kim, and Kim (2014 Table 1. There were more males (62.3%) than females (36.8%).…”

Section: B Measuresmentioning

confidence: 99%

Authentic Leadership and its Consequences in a Hotel Restaurant Context

Lee¹,

Lim²,

Swanson³

et al. 2016

Glob Bus Financ Rev

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A B S T R A C TThis paper examines the effect of authentic leadership on leader trust, organizational identification, job performance, and employee loyalty within the context of a food-and beverage department in a hotel. The data were collected from 204 hotel employees and analyzed using structural equation modeling. Findings are as follows: authentic leadership had significant effects on leader trust and job performance, but does not affect organizational identification. Leader trust was found to have significant influences on organizational identification and employee loyalty, and fully mediated the relationship between authentic leadership and organizational identification. Organizational identification significantly affected both job performance and employee loyalty and plays a full mediating role between leader trust and job performance, and also plays a partial mediating role between leader trust and employee loyalty. Finally, job performance had a significant effect on employee loyalty.

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The Impact of Internal Branding on Employee Engagement and Outcome Variables in the Hotel Industry

Cited by 80 publications

References 65 publications

Employer branding and employee engagement of furniture retailer in Klang Valley

Employer branding and employee engagement of furniture retailer in Klang Valley

Effect of management commitment to internal marketing on employee work attitude

Authentic Leadership and its Consequences in a Hotel Restaurant Context

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